MARIN COUNTY TRANSIT DISTRICT BOARD OF DIRECTORS Join on Zoom: https://www.zoom.us/j/87972683373 Webinar ID: 879 7268 3373

Monday, November 2, 2020

In compliance with local and state shelter-in-place orders, and as allowed by Governor Newsom’s Executive Order N-29-20, until further notice the Marin County Transit District meetings will not be providing an in-person meeting location for the public to attend. Members of the Board of Directors and staff may participate in this meeting electronically or via teleconference. Members of the public are encouraged to participate remotely as described below.

How to watch the meeting:

Zoom: To join Webinar visit https://www.zoom.us/j/87972683373

Webinar ID: 879 7268 3373

Teleconference: Members of the public wishing to participate via teleconference, can do so by dialing in to the following number at 10:00 A.M. November 2, 2020: +1 669 900 6833; Access Code: 879 7268 3373.

How to provide comment on agenda items:

• To provide written public comment prior to or during the meeting, please email [email protected] (if intended to be read aloud as public comment, please state “Public Comment” in subject line). Please email your comments no later than 9:00 A.M. Monday, November 2, 2020 to facilitate timely distribution to the Board of Directors. Please include the agenda item number you are addressing and include your name and address. Your comments will be forwarded to the Board of Directors and will be placed into the public record.

• During the meeting (only): Use the comment form available at https://www.marintransit.org/meetings to submit your meeting-related comments on this agenda. Your comments will become part of the public record.

• During the meeting (only): Ensure that you are in a quiet environment with no background noise (traffic, children, pets, etc.) To raise your hand on Zoom press *9 and wait to be called upon by the President or the Clerk to speak. You will be notified that your device has been unmuted when it is your turn to speak. You will be warned prior to your allotted time being over. Your comments will also become part of the public record. MARIN COUNTY TRANSIT DISTRICT BOARD OF DIRECTORS Join on Zoom: https://www.zoom.us/j/87972683373 Webinar ID: 879 7268 3373

AGENDA

Monday, November 2, 2020

10:00 a.m. Convene as the Marin County Transit District Board of Directors

1. Open Time for Public Expression (limited to three minutes per speaker on items not on the Transit District’s agenda)

2. Board of Directors’ Matters

3. General Manager’s Report a. General Manager’s Oral Report b. Monthly Monitoring Report: August 2020 c. Healthy Transit Plan Monthly Metrics Report

4. Consent Calendar a. Minutes for October 5, 2020 b. Amendment to Agreement with Golden Gate Bridge Highway and Transportation District for Second Option Year c. Award Contract to We The Creative for Graphics Consulting Services d. Update to Marin Transit Personnel Policies & Procedures & Employment Compensation Framework e. Marin Transit Records Retention Schedule Update

Recommended Action: Approve.

5. FY 2019/20 Year End Financial Report Recommended Action: Accept report.

6. FY 2019/20 Year End Performance Report Recommended Action: Accept Report.

(Continued)

2 7. Analysis of 2019/20 Measure AA Funded School Programs Managed by Marin Transit

Recommended Action: Accept Report.

8. Update on Marin Transit Ridership, Service Adjustments, and Near-Term Service Projections under COVID-19 Restrictions

Recommended Action: Authorize Service Adjustments and Approve Budget Amendment 2021-04.

Adjourn

All Marin Transit public meetings are conducted in accessible locations. Copies of documents are available in accessible formats upon request. If you require Translation Assistance, American Sign Language Interpreters, Assistive Listening Devices or other accommodations to participate in this meeting, you may request them by calling (415) 226-0855 (voice) or contact the California Relay Service by dialing 711 to connect to the telephone listed above. Requests must be received no less than five working days prior to the meeting to help ensure availability. For additional information, visit our website at http://www.marintransit.org

Late agenda material can be inspected in the office of Marin Transit, between the hours of 8:00 a.m. and 5:00 p.m. Monday through Friday. The office is located at 711 Grand Avenue, Suite 110, San Rafael, CA 94901.

In case of Zoom outage dial 515-604-9094. Meeting ID: 142-334-233

Todas las reuniones públicas de Marin Transit se llevan a cabo en lugares accesibles. Están disponibles copias de los documentos en formatos accesibles, a solicitud. Si usted requiere ayuda con la traducción, intérpretes de Lenguaje Americano de Señas, dispositivos de ayuda auditiva, u otras adaptaciones para participar en esta reunión, puede solicitarlas llamando al (415) 226-0855 (voz) o comunicarse con el Servicio California Relay marcando al 711 para conectarse al número de teléfono mencionado. Las solicitudes deben recibirse a más tardar cinco días laborables antes de la reunión para ayudar a asegurar la disponibilidad. Para obtener información adicional, visite nuestro sitio web en http://www.marintransit.org

Material de agenda de última hora puede ser inspeccionado en la oficina de Marin Transit, entre las horas de 8:00 am y 5:00 pm. La oficina está ubicada en 711 Grand Avenue, Suite 110, San Rafael, CA 94901.

3 En caso de interrupción de Zoom, marque al 515-604-9094. ID de Reunión 142-334-233

4 1

November 2, 2020 711 grand ave, #110 san rafael, ca 94901 ph: 415.226.0855 Honorable Board of Directors fax: 415.226.0856 Marin County Transit District marintransit.org 3501 Civic Center Drive San Rafael, CA 94903

SUBJECT: General Manager Report – Monthly Report: August 2020

Dear Board Members:

RECOMMENDATION: This is a recurring information item. dennis rodoni president SUMMARY: The attached monthly report provides an overview of supervisor district 4 Marin Transit operations for the monthly period ending August 31, 2020. The monthly reports summarize statistics on the performance kate colin of Marin Transit services and customer comments. vice president city of san rafael Overall ridership in August 2020 decreased by 60.4 percent compared to August 2019. Ridership on fixed route services judy arnold decreased by 58.9 percent, and by 72.6 percent on Marin Access 2nd vice president services. Yellow bus service was suspended due to school closures supervisor district 5 throughout the entire month. August 2020 was the sixth month of ridership affected by the ongoing COVID-19 global pandemic. damon connolly Additional detailed analyses of system performance and trends are director provided in separate quarterly and annual reports, including route- supervisor district 1 level statistics and financials. These reports are available on the District’s website at https://marintransit.org/service-performance- eric lucan and-reports. director city of novato FISCAL/STAFFING IMPACT: None associated with this report.

Respectfully submitted, katie rice director supervisor district 2 kathrin sears Nancy Whelan director General Manager supervisor district 3 Attachments

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tuvwÿyzy Item 3b Monthly Customer Feedback Report4 August 2020

Month: August 2020 Program Fixed-Route Fixed-Route Stagecoach & Supplemental & Demand Mobility Category Local Shuttle Muir Woods Yellow Bus Response Management Systemwide Total Commendation 1 0 1 0 0 0 0 2

Service Delivery Complaint 5 2 4 4 0 0 0 15 Accessibility 0 0 0 0 0 0 0 0 Driver Conduct Complaint 2 0 1 0 0 0 0 3 Driving Complaint 0 0 0 0 0 0 0 0 Early Trip 0 1 1 1 0 0 0 3 Equipment Issue 0 0 0 0 0 0 0 0 Farebox 0 0 0 0 0 0 0 0 Late Trip 1 0 0 0 0 0 0 1 Missed Connection 0 0 0 0 0 0 0 0 Missed Trip 0 0 0 0 0 0 0 0 No-Show 0 0 1 2 0 0 0 3 Off-Route 0 0 0 0 0 0 0 0 Pass-Up Complaint 2 1 1 1 0 0 0 5

Service Structure Complaint 1 0 0 0 3 7 2 13 Bus Stop Improvement Request 0 0 0 0 0 0 1 1 Fares 0 0 0 0 0 6 1 7 Other Complaint 1 0 0 0 2 0 0 3 Scheduling Complaint 0 0 0 0 1 1 0 2 Service Improvement Suggestion 0 0 0 0 0 0 0 0

Safety Complaint 0 0 0 0 0 0 0 0

Total Service Hours 9,300 3,586 1,448 1,506 2,321 - 18,162 18,162 Commendations per 1,000 Hours 0.1 0.0 0.7 0.0 0.0 - 0.0 0.1 Complaints per 1,000 Hours 0.6 0.6 2.8 2.7 1.3 - 0.1 1.5

Total Passengers 79,662 14,064 5,084 9,950 2,848 1,125 112,733 112,733 Commendations per 1,000 Passenger 0.0 0.0 0.2 0.0 0.0 0.0 0.0 0.0 Complaints per 1,000 Passengers 0.1 0.1 0.8 0.4 1.1 6.2 0.0 0.2

Page 1 of 1 Item 3b 5

November 2, 2020 711 grand ave, #110 san rafael, ca 94901 Honorable Board of Directors ph: 415.226.0855 Marin County Transit District fax: 415.226.0856 3501 Civic Center Drive marintransit.org San Rafael, CA 94903

SUBJECT: Healthy Transit Plan Monthly Metrics Report

Dear Board Members:

RECOMMENDATION: This is a recurring information item.

SUMMARY: In accordance with Marin Transit Board of Directors’ dennis rodoni Resolution No. 2020-05, staff collects and reports health metrics president related to the COVID-19 pandemic on a monthly basis. supervisor district 4 The data collection period for this report is September 10, 2020 – kate colin October 9, 2020. The information in Table 1 was previously vice president presented to your Board. The next data collection period is currently city of san rafael in progress. Beginning from the December Marin Transit Board meeting, staff will have synced data collection periods with the judy arnold Board meeting cycle and will be able to present new data. 2nd vice president supervisor district 5 Table 1: Healthy Transit Plan Metrics Report

Customer % Properly Wearing Face Coverings 98% damon connolly Facing director % Vehicle Capacity for Safe Distancing 97% supervisor district 1 Employee % Properly Wearing Face Coverings 98% eric lucan Facing % of Contact Tracing for Infected Employees N/A director city of novato This information has been transmitted to the Metropolitan Transportation Commission and is available on the Metrics katie rice Dashboard at http://dashboard.healthytransitplan.com/. director supervisor district 2 In addition to the Healthy Transit Plan Metrics, staff will include a summary of pass-up activity through the end of the reporting period. kathrin sears Pass-ups are defined as those instances when a bus has to leave a director passenger at the curb because the bus is already at capacity. To supervisor district 3 comply with public health guidance, Marin Transit is limiting capacity on large buses to nine passengers and small buses to four passengers. The capacity limits stated above allow for 6’ of physical distancing between passengers.

Pass-up activity initially declined with the introduction of the Supplemental Service (routes 117, 122, 135, and 171) on August

Item 3b 6

10. The County of Marin continues to re-open and citizens resume more activities outside of their home. Consequently, pass-up activity has increased as more passengers return to the system. Staff continues to monitor pass-up activity to make service adjustments as appropriate.

Increases in pass-up activity during the reporting period were predominately located at bus stops in the Canal neighborhood. In the Canal, bus frequencies are between one to four minutes at peak times and passengers do not experience extended wait times for the next bus with available space.

Chart 2: Pass-up activity trends

1000 Marin County 800 moved to Tier 2 600

400 Supplemental Service Launched 200 Aug 10 Passed up passengers 0 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 June 29 Week Sept 14

A summary of complaints related to COVID-19 mitigation policy compliance are listed below. Complaints may include, but not be limited to, issues pertaining to pass-ups, overcrowding, properly worn face mask covering (driver or passenger), and vehicle cleanliness.

Table 3: Summary of COVID-19 Related Complaints

Date Route Complaint 9/12/20 35 Overcrowding – COVID related 9/15/20 49 Pass-up complaint 9/18/20 228 Pass-up complaint 10/02/20 228 Improper Mask - Driver 10/05/20 35 Improper Mask - Driver

Marin Transit staff refers complaints to the appropriate contractor for investigation and follow up with the driver, if they are able to identify that individual.

FISCAL/STAFFING IMPACT: None associated with this report.

2

Item 3b 7

Respectfully submitted,

Nancy Whelan General Manager

3

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REGULAR MEETING OF THE MARIN COUNTY TRANSIT DISTRICT BOARD OF DIRECTORS

Held Monday, October 5, 2020 at 10:00 A.M.

Roll Call

Present: President Rodoni, Vice President Colin, Director Connolly, Director Lucan, Director Sears

Absent: Second Vice President Arnold, Director Colbert, Director Rice

In compliance with local and state shelter-in-place orders, and as allowed by Governor Newsom’s Executive Order N-29-20, until further notice the Marin County Transit District meetings will not be providing an in-person meeting location for the public to attend. Members of the public are encouraged to participate remotely via Zoom.

Vice President Rodoni opened the meeting at 10:01 A.M.

1. Open Time for Public Expression (limited to three minutes per speaker on items not on the Transit District’s agenda)

Board President Rodoni asked if any member of the public wished to speak. Seeing none he called for Board of Directors’ Matters.

2. Board of Directors’ Matters

President Rodoni asked if any member of the Board wished to speak.

Director Rodoni appointed the audit ad-hoc committee for 2020. Members of the ad-hoc committee include Director Rice and Director Lucan. Director Colin will serve as an alternate.

President Rodoni called for the General Manager’s Report.

3. General Manager’s Report

Staff Report

a. General Manager’s Oral Report b. Monthly Monitoring Report: July 2020 c. Healthy Transit Plan Monthly Metrics Report

General Manager Nancy Whelan reported on the September 14th Blue Ribbon Task Force (Task Force) meeting and the Transit Challenges and Moving Forward presentation. She also reported on the presentation by the San Francisco Bay Area Planning and Urban Research Association (SPUR) and Seamless Bay Area on the Transformation Action Plan. The discussions focused on balancing the severe economic conditions that transit agencies are facing in the near term with a longer-term view of a transformative action plan. The Task Force continued to

Item 4a 9

discuss institutional arrangements such as a person, group, or agency to coordinate all transit services in the Bay Area.

Staff have proposed free fares for the November 2020 election in an item on the consent calendar. If approved, Marin Transit bus services will be fare free from October 31st to November 3rd.

Overall ridership in July 2020 decreased by 58.9 percent compared to July 2020. Ridership on fixed-route services decreased significantly by 58.2 percent. Ridership on Marin Access services decreased by 72.8 percent. No yellow bus services were provided due to school closures throughout the entire month. July 2020 was the fifth month of ridership affected by the ongoing COVID-19 global pandemic.

In accordance with Marin Transit Board of Directors’ Resolution No. 2020-05, staff will collect data and report health metrics related to the COVID-19 pandemic on a monthly basis. Ms. Whelan presented data collected for the period September 10, 2020 – October 9, 2020.

This information will be transmitted to the Metropolitan Transportation Commission and is available on the Metrics Dashboard at http://dashboard.healthytransitplan.com/. It will also be posted on the COVID- 19 page of Marin Transit’s website available at https://marintransit.org/covid19/.

President Rodoni asked when the metrics will lead to a change in social distancing requirements on transit vehicles. Ms. Whelan replied that there is no timeframe defined. The District is working with Golden Gate Bridge, Highway and Transportation District, Transportation Authority of Marin, SMART, Marin County Health and Human Services and San Francisco Municipal Transportation Agency to consider a different distancing requirement at the county and state level as the counties reopen and transit ridership is likely to increase.

4. Consent Calendar

a. Minutes for September 14, 2020 b. Fifteenth Amendment to Agreement with TransTrack to Develop the Marin Access Travel Navigator Eligibility Platform c. Revised Marin Transit Procurement Policies d. Marin Transit Free Fare Promotional Campaign During 2020 Election

Recommended Action: Approve.

M/s: Director Sears – Director Connolly

Ayes: President Rodoni, Vice President Colin, Director Connolly, Director Lucan, Director Sears

Noes: None

Absent: Second Vice President Arnold, Director Colbert, Director Rice

Item 4a 10

5. Electric Bus Pilot Project Results and Analysis

Staff Report

Senior Capital Analyst Anna Penoyar reported on the Electric Bus Pilot Project and the performance of two BYD Battery Electric Buses. The report focused on their performance from July 1, 2019 to June 30, 2020 in meeting the goals of the pilot program in terms of performance metrics, reliability, cost, and scalability.

Director Connolly asked how close the 120 mile range of electric vehicles align with daily mileage requirements on the rest of the fleet. Ms. Penoyar responded that the electric vehicles range of 120 miles per charge will cover about 40 percent of routes. Mr. Connolly asked whether the electric buses are charged throughout the day. Ms. Penoyar responded that Marin Transit’s electric vehicles are charged overnight as this is the most cost-effective method. General Manager Nancy Whelan noted the infrastructure costs to install on-route charging stations are another consideration for choosing overnight charging at this time.

Vice President Colin asked whether the pilot study results are similar to other agencies with electric vehicles. Ms. Penoyar replied that the results are consistent with other transit agencies.

Director Sears remarked she is looking forward to increasing the electric vehicle fleet to extract more data.

Director Lucan asked for clarification on the major factors affecting fuel costs and how to reduce that cost. Ms. Penoyar responded that the District will consider different rate structures and solar applications as the electric fleet expands. The District participates in California’s Low Carbon Fuel Standard market (CA LCFS), which offsets some of the costs.

Director Sears noted that with an increase in fleet and charging options, the District will have access to different rates. The electric vehicles are currently charged at the Golden Gate Transit charging yard. Golden Gate does not participate in Marin Clean Energy so the charging rate is fixed and determined by PG&E.

General Manager Nancy Whelan noted the California Transit Association has been petitioning for a statewide fixed fuel rate for bus transit fleets. Director Sears asked about the status of adopting a statewide fixed fuel rate.

Director Lucan emphasized the importance of engaging state legislatures, providing them with the data, and advocating for lowered statewide fixed fuel rates for bus transit fleets.

Item 4a 11

Recommended Action: Accept report.

6. Purchase Agreement with Gillig, LLC for Four Battery Electric Buses

Staff Report

Senior Capital Analyst Anna Penoyar requested the Board authorize the General Manager to procure four 40-foot Gillig zero-emission, battery electric buses. These vehicles will replace three articulated diesel buses the District retired in June 2020.

Director Connolly asked about the timeline for installing electric charging stations at 600 Rush Landing. Ms. Penoyar responded that Marin Transit is working with PG&E to install the charging stations before the electric buses are delivered. The buses are expected to arrive 14 months after the purchase order date.

Director Connolly asked for comment on selecting Gillig versus BYD as the electric vehicle manufacturer. Ms. Whelan commented that Gillig is a local company and the manufacturer of the District’s current hybrid diesel-electric fleet. The District has been satisfied with the company performance and customer service. Ms. Penoyar noted the benefits of fleet consistency in choosing Gillig.

Director Sears commented that Gillig likely benefited from the experiences of other manufacturers, and the company’s manufacturing facility and process is very impressive.

Recommended Action: Authorize General Manager to complete the purchase of four Battery Electric Buses from Gillig, LLC, and approve Budget Amendment 2021-04.

M/s: Director Connolly – Director Sears

Ayes: President Rodoni, Director Connolly, Vice President Colin, Second Vice President Arnold, Director Lucan, Director Rice, Director Sears

Noes: None

Absent: Second Vice President Arnold, Director Colbert, Director Rice

7. Public Hearing on Marin Transit’s Participation in the Metropolitan Transportation Commission’s Clipper START Program

Staff Report

Board President Rodoni opened the Public hearing.

Item 4a 12

Planning Manager Aida Banihashemi requested the Board consider authorizing the Board President to sign a resolution to participate in the regional Clipper START pilot program and provide a 50 percent discount to eligible low-income riders using the Clipper electronic fare payment system. The Metropolitan Transportation Commission (MTC) developed the program.

The Clipper START program offers a 20 to 50 percent discount off the adult fare to eligible low-income adults whose annual earnings are at or below 200 percent of the federal poverty level. Clipper will centrally administer the START program on behalf participating transit operators and determine applicant eligibility. Riders will apply online or submit a paper application with proof of identity and income. Clipper will provide eligible applicants with a personalized Clipper card for single-ride discounts on the participating transit systems.

Board President Rodoni opened the Public hearing to comments.

Director Connolly asked about ongoing efforts to transition more riders to Clipper. Ms. Banihashemi replied that after the November program launch, the District will participate in a campaign with MTC, Golden Gate Transit, and SMART. The campaign will expand educational outreach on the benefits of using Clipper in place of cash. Based on survey data, a fraction of low-income riders use Clipper. With the educational campaign, staff anticipates that 20 percent of those who currently us cash will convert to Clipper over the next 14 months.

President Rodoni expressed support for the program and thanked staff and MTC for the District’s ability to participate in the program.

Board President Rodoni closed the public hearing.

Recommended Action: 1. Hold public hearing to receive public comment on Marin Transit’s participation in the regional Clipper START pilot program, and review Title VI Fare Equity Analysis; and 2. Consider authorizing the Board President to sign a resolution committing the District to the pilot program to provide a 50 percent discount to eligible low-income riders on the Clipper electronic fare payment system.

M/s: Vice President Colin – Director Sears

Ayes: President Rodoni, Director Connolly, Vice President Colin, Second Vice President Arnold, Director Lucan, Director Rice, Director Sears

Noes: None

Absent: Second Vice President Arnold, Director Colbert, Director Rice

Adjourn President Rodoni adjourned the meeting at 11:13 A.M.

Item 4a 13

SINE DIE

______PRESIDENT ATTEST:

______CLERK

Item 4a 14

711 grand ave, #110 san rafael, ca 94901 November 2, 2020 ph: 415.226.0855 fax: 415.226.0856 marintransit.org Honorable Board of Directors Marin County Transit District 3501 Civic Center Drive San Rafael, CA 94903

SUBJECT: Extend Fixed Route Service Agreement with Golden Gate Bridge, Highway & Transportation District for the Second Option Year dennis rodoni Dear Board Members: president supervisor district 4 RECOMMENDATION: Approve the contract extension with the Golden Gate Bridge, Highway & Transportation District (GGBHTD) kate colin through June 30, 2022 by exercising the second option year. vice president city of san rafael SUMMARY: Marin Transit’s current contract for Operations and Maintenance of local fixed route bus service with GGBHTD began on judy arnold July 1, 2015. The term of the contract is five years with two additional 2nd vice president option years. The first option year of the contract is scheduled to supervisor district 5 expire on June 30, 2021. Per section 104.C.1 of the Operations and Maintenance contract, Marin Transit shall notify the Bridge District at least 180 calendar days prior to the end of the first option year if we damon connolly intend to exercise the second option year. director supervisor district 1 Staff recommends approving the contract extension for this additional year and extending the term of the contract until June 30, eric lucan 2022. The draft letter to GGBHTD confirming the contract extension director is provided as an attachment to this report. city of novato This is the second and final extension of the current contract. In light katie rice of this, staff recommends beginning conversations with staff at director GGBHTD to begin planning service levels, rates, and terms of a new supervisor district 2 contract.

Marin Transit’s ongoing monitoring and planning efforts will ultimately kathrin sears director determine service levels for routes operated under this agreement supervisor district 3 during FY 2021/22. Based on current service levels, staff estimates

1

Item 4b 15

that approximately 65,000 annual hours of service will be operated under this extension.

FISCAL/STAFFING IMPACT: The cost of the contract to GGBHTD is included in Marin Transit’s annual budget in the Local Service budget. The contract allows for a 2.7 percent annual escalation. Rates for FY 2021/22 are $129.07 per revenue hour, as shown in the table below.

Contract Option Option 1 2 3 4 5 Year 1 2 FY FY FY FY FY FY FY Fiscal Year 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 Cost per Revenue $110.00 $112.97 $116.02 $119.15 $122.37 $125.67 $129.07 Hour

There is no staffing impact associated with this item.

Respectfully submitted,

Robert Betts Director of Operations and Planning

Attachment:

1. Letter to GGBHTD: Intent to Extend Contract into Option Year Two

2

Item 4b 16

November 2, 2020 711 grand ave, #110 san rafael, ca 94901 Tony Clark Director of Schedules and Service Development ph: 415.226.0855 fax: 415.226.0856 Golden Gate Bridge, Highway & Transportation District marintransit.org 1011 Andersen Drive San Rafael, CA 94901

RE: Intent to Extend Agreement into Option Year Two

Dear Mr. Clark,

Per section 104.C.1 of our Operations and Maintenance contract, Marin Transit shall notify the Bridge District at least 180 calendar dennis rodoni days prior to the end of the first option year of the Base Contract president supervisor district 4 Term if we intend to exercise the second option year. Please accept this letter as notification of Marin Transit’s desire to extend our Operations and Maintenance Contract into the second option year, kate colin FY 2021-22. vice president city of san rafael Due to the everchanging impacts of COVID-19 on operating conditions, ridership, and service levels, it is challenging to predict judy arnold exactly how much service we plan to operate in upcoming FY 2021- 2nd vice president supervisor district 5 22 year. As both of our agencies monitor and evaluate service changes, we would like to request this future planning work should be done in a collaborative way to minimize any potential negative damon connolly director impacts on riders in Marin County. This will allow the Bridge District supervisor district 1 to better understand the timing and quantity of changes related to local service. eric lucan director We value our longstanding partnership and look forward to city of novato continuing our agreement into the second and final option year. Considering this is the final year of the current contract, Marin Transit staff requests that meetings between representatives from katie rice director both agencies be scheduled in the coming months to discuss service supervisor district 2 levels, rates, and terms of a new contract. Please feel free to contact me with questions or comments. kathrin sears director Sincerely, supervisor district 3

Robert Betts Director of Operations & Planning

Item 4b 17

cc: Nancy Whelan, General Manager, Marin Transit Lauren Gradia, Director of Finance and Capital Projects, Marin Transit Kelly Zalewski, Operations Manager, Marin Transit Mona Babauta, Deputy General Manager, Golden Gate Transit

Item 4b 18

November 2, 2020

711 grand ave, #110 san rafael, ca 94901 Honorable Board of Directors ph: 415.226.0855 Marin County Transit District fax: 415.226.0856 3501 Civic Center Drive marintransit.org San Rafael, CA 94903

SUBJECT: Agreement with We The Creative for On-Call Graphic Design Services

Dear Board Members:

RECOMMENDATION: Authorize General Manager to execute an agreement with We The Creative for on-call graphic design services dennis rodoni for Marin Transit projects and programs at a total cost not to exceed president $100,000 for the two-year timeframe. supervisor district 4

SUMMARY: Staff requests that your Board authorize the General kate colin Manager to execute an on-call contract with We The Creative. On vice president July 14, 2020, Marin Transit, issued a Request for Qualifications city of san rafael (RFQ) to provide On-Call Graphic Design Services for Marin Transit projects and programs. Tasks include providing graphic design judy arnold services, messaging, and strategic planning to support Marin 2nd vice president Transit’s marketing, communication, and on-going public outreach supervisor district 5 activities.

The work under this agreement will be established on an individual damon connolly task order basis with a not to exceed amount set for each task order. director supervisor district 1 Marin Transit posted the RFQ on the District’s website and sent copies to firms with relevant experience and qualifications. eric lucan Proposals were due August 14, 2020. The District received a high director level of interest in response to the RFQ, and 12 proposals met the city of novato submission deadline.

Staff evaluated each proposal and completed an initial scoring katie rice director based on the criteria identified in the RFQ. This process identified supervisor district 2 three competitive proposals to advance into the second round of evaluation, which included an oral interview. The evaluation committee held shortlisted firm interviews and conducted reference kathrin sears checks between October 1 and 9, 2020. Following these interviews, director staff re-scored all shortlisted vendors using the original criteria. supervisor district 3 These include relevant experience and project staff, project approach, examples of previous work, references, and cost. Based on the outcome of this scoring, staff recommends We The Creative for the contract award.

1

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FISCAL/STAFFING IMPACT: The total cost of the agreement over the two-year timeframe will not exceed $100,000. This includes consultant costs for requested tasks under the agreement and direct costs for associated services and supplies. Direct costs may include translation services, printed materials, and costs associated with distribution. This agreement will be funded from District’s local and rural transit marketing budgets, and is within the District’s approved budget for FY 2020/21. Funding in subsequent fiscal years will be subject to the Board’s approval of Marin Transit annual budget.

Respectfully submitted,

Aida Banihashemi Planning Manager

Attachments: Attachment A: Contract with We The Creative for On-Call Graphic Design Services

2

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Contract Log #202141 MARIN COUNTY TRANSIT DISTRICT PROFESSIONAL SERVICES CONTRACT

THIS CONTRACT is made and entered into this 2nd day of November, 2020, by and between the MARIN COUNTY TRANSIT DISTRICT, hereinafter referred to as "District" and We The Creative, hereinafter referred to as "Consultant.” RECITALS: WHEREAS, District desires to retain a firm to provide the following service: Graphic Design and Marketing Services; and WHEREAS, Consultant warrants that it is qualified and competent to render the aforesaid services; NOW, THEREFORE, for and in consideration of the Contract made, and the payments to be made by District, the parties agree to the following: 1. SCOPE OF SERVICES: Consultant agrees to provide all of the services described in Exhibit A attached hereto and by this reference made a part hereof. 2. FURNISHED SERVICES: The District agrees to: A. Make available all pertinent data, documents, and records for review. B. Provide general bid and Contract forms and special provisions format when needed. 3. FEES AND PAYMENT SCHEDULE: The fees and payment schedule for furnishing services under this Contract shall be based on the rate schedule which is attached hereto as Exhibit B and by this reference incorporated herein. Said fees shall remain in effect for the entire term of the Contract. Consultant shall provide District with his/her/its Federal Tax I. D. number prior to submitting the first invoice. 4. TASK ORDER PROCEDURE: This is a task order contract. Each task order issued hereunder shall be identified by number, issued consecutively by the time of District’s approval of the task. All work hereunder will be performed in accordance with the following: a. Each task hereunder will be initiated by a request from District for the Consultant to propose an approach to the specified task. Consultant’s proposal will include the personnel to be employed, the estimated hours for each, and a firm fixed price. If personnel nominated for a task are outside the categories and hourly rates contained herein, Consultant shall identify the hourly rate and explain the reason for employing such personnel. Each such proposal may be negotiated regarding any matters other than the hourly rates established in the base contract. b. The approved amounts per task order will be consistent with the annual budget as approved by the District Board of Directors. Upon acceptance of Consultant’s proposal, District shall issue a task order and notice to proceed to Consultant. Consultant shall promptly perform the services included in the task to District’s satisfaction. c. Payment for each task shall be generally in accordance with the payments Section above. Consultant shall invoice separately for each task; each invoice shall be identified by the contract and task number. Consultant may invoice monthly on the basis specified in the task order for specified deliverables. As set forth in section 14 of this Contract, should the funding source for this Contract be reduced, Consultant agrees that this maximum cost to District may be amended by written notice from District to reflect that reduction. 5. TIME OF CONTRACT:

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This Contract shall commence on the 2nd day of November, 2020, and shall terminate on 1st day of November, 2022. The District may award up to one option year at the price stated in Exhibit B. Certificate(s) of Insurance must be current on day Contract commences and if scheduled to lapse prior to termination date, must be automatically updated before final payment may be made to Consultant. The final invoice must be submitted within 30 days of completion of the stated scope of services. 6. INSURANCE: Commercial General Liability: The Consultant shall maintain a commercial general liability insurance policy in the amount of $1,000,000 ($2,000,000 aggregate). The District shall be named as an additional insured on the commercial general liability policy. Commercial Automobile Liability: Where the services to be provided under this Contract involve or require the use of any type of vehicle by Consultant, Consultant shall provide comprehensive business or commercial automobile liability coverage, including non-owned and hired automobile liability, in the amount of $1,000,000. 00. Workers’ Compensation: The Consultant acknowledges the State of California requires every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of the Labor Code. If Consultant has employees, a copy of the certificate evidencing such insurance, a letter of self-insurance, or a copy of the Certificate of Consent to Self-Insure shall be provided to the District prior to commencement of work. Errors and Omissions, Professional Liability or Malpractice Insurance. Consultant may be required to carry errors and omissions, professional liability or malpractice insurance. All policies shall remain in force through the life of this Contract and shall be payable on a "per occurrence" basis unless District specifically consents to a "claims made" basis. The insurer shall supply District adequate proof of insurance and/or a certificate of insurance evidencing coverages and limits prior to commencement of work. Should any of the required insurance policies in this Contract be cancelled or non-renewed, it is the Consultant’s duty to notify the District immediately upon receipt of the notice of cancellation or non-renewal. If Consultant does not carry a required insurance coverage and/or does not meet the required limits, the coverage limits and deductibles shall be set forth on a waiver, Exhibit C, attached hereto. Failure to provide and maintain the insurance required by this Contract will constitute a material breach of this Contract. In addition to any other available remedies, District may suspend payment to the Consultant for any services provided during any time that insurance was not in effect and until such time as the Consultant provides adequate evidence that Consultant has obtained the required coverage. 7. ANTI DISCRIMINATION AND ANTI HARASSMENT: Consultant and/or any subcontractor shall not unlawfully discriminate against or harass any individual including, but not limited to, any employee or volunteer of the Marin County Transit District based on race, color, religion, nationality, sex, sexual orientation, age or condition of disability. Consultant and/or any subcontractor understands and agrees that Consultant and/or any subcontractor is bound by and will comply with the anti-discrimination and anti-harassment mandates of all Federal, State and local statutes, regulations and ordinances. 8. SUBCONTRACTING: The Consultant shall not subcontract nor assign any portion of the work required by this Contract without prior written approval of the District except for any subcontract work identified herein. If Consultant hires a subcontractor under this Contract, Consultant shall require subcontractor to provide and maintain insurance coverage(s) identical to what is required of Consultant under this Contract and shall require subcontractor to name Consultant and Marin County Transit District as an additional insured under this Contract for general liability. It shall be Consultant’s responsibility to collect and maintain current evidence of insurance provided by its subcontractors and shall forward to the District evidence of same.

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9. ASSIGNMENT: The rights, responsibilities and duties under this Contract are personal to the Consultant and may not be transferred or assigned without the express prior written consent of the District. 10. LICENSING AND PERMITS: The Consultant shall maintain the appropriate licenses throughout the life of this Contract. Consultant shall also obtain any and all permits which might be required by the work to be performed herein. 11. BOOKS OF RECORD AND AUDIT PROVISION: Consultant shall maintain on a current basis complete books and records relating to this Contract. Such records shall include, but not be limited to, documents supporting all bids, all income and all expenditures. The books and records shall be original entry books with a general ledger itemizing all debits and credits for the work on this Contract. In addition, Consultant shall maintain detailed payroll records including all subsistence, travel and field expenses, and canceled checks, receipts and invoices for all items. These documents and records shall be retained for at least five years from the completion of this Contract. Consultant will permit District to audit all books, accounts or records relating to this Contract or all books, accounts or records of any business entities controlled by Consultant who participated in this Contract in any way. Any audit may be conducted on Consultant's premises or, at District's option, Consultant shall provide all books and records within a maximum of fifteen (15) days upon receipt of written notice from District. Consultant shall refund any monies erroneously charged. 12. WORK PRODUCT/PRE-EXISTING WORK PRODUCT OF CONSULTANT: Any and all final documents, reports, and plans and drawings concerning this project prepared by the Consultant, shall become the property of the District at the completion of a task order or upon termination of a task order. The Consultant may retain reproducible copies of drawings and copies of other documents. In the event of the termination of this Contract, for any reason whatsoever, Consultant shall promptly turn over all information, writing, and documents to District without exception or reservation. 13. TERMINATION: A. If the Consultant fails to provide in any manner the services required under this Contract or otherwise fails to comply with the terms of this Contract or violates any ordinance, regulation or other law which applies to its performance herein, the District may terminate this Contract by giving five (5) calendar days written notice to the party involved. B. The Consultant shall be excused for failure to perform services herein if such services are prevented by acts of God, strikes, labor disputes or other forces over which the Consultant has no control. C. Either party hereto may terminate this Contract for any reason by giving thirty (30) calendar days written notice to the other parties. Notice of termination shall be by written notice to the other parties and be sent by registered mail. D. In the event of termination not the fault of the Consultant, the Consultant shall be paid for services performed to the date of termination in accordance with the terms of this Contract so long as proof of required insurance is provided for the periods covered in the Contract or Amendment(s). 14. APPROPRIATIONS: The District's performance and obligation to pay under this Contract is contingent upon an annual appropriation by the Marin County Transit District Board of Directors, the State of California or other third party. Should the funds not be appropriated District may terminate this Contract with respect to those payments for which such funds are not appropriated. District will give Consultant thirty (30) days’ written notice of such termination. All obligations of District to make payments after the termination date will cease. Where the funding source for this Contract is contingent upon an annual appropriation or grant from the Marin County Transit District Board of Directors, the State of California or other third party, District's performance and obligation to pay under this Contract is limited by the availability of those funds. Should the funding source for this Contract be eliminated or reduced, upon written notice to Consultant, District may reduce the Maximum Cost to District identified in section 4 to reflect that elimination or reduction.

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15. RELATIONSHIP BETWEEN THE PARTIES: It is expressly understood that in the performance of the services herein, the Consultant, and the agents and employees thereof, shall act in an independent capacity and as an independent Consultant and not as officers, employees or agents of the District. Consultant shall be solely responsible to pay all required taxes, including but not limited to, all withholding social security, and workers’ compensation. 16. AMENDMENT: This Contract may be amended or modified only by written Contract of all parties. 17. ASSIGNMENT OF PERSONNEL: The Consultant shall not substitute any personnel for those specifically named in its proposal unless personnel with substantially equal or better qualifications and experience are provided, acceptable to District, as is evidenced in writing. 18. JURISDICTION AND VENUE: This Contract shall be construed in accordance with the laws of the State of California and the parties hereto agree that venue shall be in Marin County, California. 19. INDEMNIFICATION: To the extent permitted by law (including, without limitation, California Civil Code section 2782.8), Consultant agrees to indemnify, defend, and hold harmless District, its employees and officers from any and all claims, demands, actions, causes of action, losses, damages, liabilities, known or unknown, and all costs and expenses, including reasonable attorney’s fees in connection with any injury or damage to persons or property to the extent caused by the negligence, recklessness or willful misconduct of Consultant, its officers, employees, agents, Consultant, subcontractors or any officer, agency or employee thereof in relation to Consultant's performance under this Contract. 20. COMPLIANCE WITH APPLICABLE LAWS: The Consultant shall comply with any and all Federal, State and local laws and resolutions: including, but not limited to the County of Marin Nuclear Free Zone and Living Wage Ordinance Copies of any of the above-referenced local laws and resolutions may be secured from the Contract Manager referenced in section 21. In addition, the following NOTICES may apply: 1. Pursuant to California Franchise Tax Board regulations, District will automatically withhold 7% from all payments made to vendors who are non-residents of California. 2. Consultant agrees to meet all applicable program access and physical accessibility requirements under State and Federal laws as may apply to services, programs, or activities for the benefit of the public. 3. For Contracts involving any State or Federal grant funds, Exhibit D must be attached. Exhibit E shall consist of the printout results obtained by search of the System for Award Management at www.sam.gov Exhibit D - Debarment Certification By signing and submitting this Contract, the Consultant is agreeing to abide by the debarment requirements as set out below. • The certification in this clause is a material representation of fact relied upon by District. • The Consultant shall provide immediate written notice to District if at any time the Consultant learns that its certification was erroneous or has become erroneous by reason of changed circumstances. • Consultant certifies that none of its principals, affiliates, agents, representatives or Consultants are excluded, disqualified or ineligible for the award of Contracts by any Federal agency and Consultant further certifies to the best of its knowledge and belief, that it and its principals:

Item 4c 24

• re not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by any Federal Department or Agency; • Have not been convicted within the preceding three-years of any of the offenses listed in 2 CFR 180. 800(a) or had a civil judgment rendered against it for one of those offenses within that time period; • Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State, or Local) with commission of any of the offenses listed in 2 CFR 180. 800(a); • Have not had one or more public transactions (Federal, State, or Local) terminated within the preceding three-years for cause or default. • The Consultant agrees by signing this Contract that it will not knowingly enter into any subcontract or covered transaction with a person who is proposed for debarment, debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction. • Any subcontractor will provide a debarment certification that includes the debarment clause as noted in preceding bullets above, without modification. 21. NOTICES: This Contract shall be managed and administered on District’s behalf by the Department Contract Manager named below. All invoices shall be submitted and approved by this Department and all notices shall be given to District at the following location:

Contract Manager: Aida Banihashemi

Dept. /Location: Planning Telephone No.: (415) 226-0878

Notices shall be given to Consultant at the following address: Consultant: We The Creative Address: 27132 Paseo Espada, Unit B1225, San Capistrano, CA

Telephone No.: (877) 887-1318

22. ACKNOWLEDGEMENT OF EXHIBITS Check applicable Exhibits CONSULTANT’S INITIALS EXHIBIT A. Scope of Services EXHIBIT B. Fees and Payment EXHIBIT C. Insurance Reduction/Waiver EXHIBIT D. Consultant’s Debarment Certification EXHIBIT E. Subcontractor’s Debarment Certification

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IN WITNESS WHEREOF, the parties have executed this Contract on the date first above written. APPROVED BY CONSULTANT MARIN COUNTY TRANSIT DISTRICT: By: ______By: ______Name: Joven Orozco Name: Nancy Whelan Title: President, We The Creative Title: General Manager

COUNTY COUNSEL REVIEW AND APPROVAL (required if template content has been modified)

County Counsel: ______Date: ______

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EXHIBIT “A” SCOPE OF SERVICES The consultant scope of services is to provide graphic design services, messaging, and strategic planning to support Marin Transit’s on-going marketing, communication, and public outreach activities. This is an on-call contract to be executed by task order. Tasks and responsibilities include:

- Provide graphic design services to support Marin Transit’s marketing, communication, and public outreach efforts.

- Develop graphics, and/or and update Marin Transit’s marketing materials including updates to the artworks including but not limited to brochures, booklets, banners, printed advertisements, Inside bus advertisements, signage, media print ads, website and presentations.

- Coordinate for photography, translation, printing, and distribution of collateral materials, as needed. - Support promotional campaign efforts and provide strategic communications plan to disseminate messaging to riders, identify key segments of the population to target for outreach effort, provide effective communication specifically tailored to each population, and develop marketing kits for event promotions.

- Marin Transit may request other types of outreach, marketing, and PR services through this contract.

Task Orders Marin Transit will establish work under the Agreement as needed on an individual task order basis. There is no guaranteed minimum level of compensation. Marin Transit reserves the right to procure the services described in these solicitation documents from other firms at its sole discretion. The District may issue task orders under the Agreement any time during the base term or option years. A not to exceed amount will be set for each task order. The availability of key personnel must be flexible to meet the needs of the project. Marin Transit expects all individuals identified as key personnel shall remain on the project team for the duration of the contract unless the District agrees upon a replacement.

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EXHIBIT “B” FEES AND PAYMENT SCHEDULE The parties hereto agree that the rates contained below are those currently charged by Consultant for the categories of labor designated, and will be used in pricing each specific task order. These rates are fixed for the duration of the agreement. If additional categories of specialized labor are required for a specific task, the rate quoted shall be subject to review and approval by the District. Parties will agree to an invoicing and invoice payment method prior to a task order.

We The Creative team does not charge for travel time or administrative costs. Direct costs such as printing, translation, distribution, and photography will be billed directly to Marin Transit with no additional mark up.

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EXHIBIT “C” to Short Form Contract

INSURANCE REDUCTION/WAIVER (if applicable) CONSULTANT: ______

CONTRACT TITLE: ______

Consultant's professional liability insurance may be provided, in part, by self-insurance or large deductible as long as Consultant provides: (1) evidence to the District that Consultant has segregated amounts in a special insurance reserve fund meeting the Contract's insurance requirements and restricted specifically to this project or (2) Consultant's general insurance reserves are adequate to provide the necessary coverage and the Marin County Transit District may conclusively rely thereon. This statement shall accompany all requests for a reduction/waiver of insurance requirements. Please check the box if a waiver is requested or fill in the reduced coverage(s) where indicated below: Check Requested CAO Where Limit Amount Use Only Applicable

General Liability Insurance $

Automobile Liability Insurance $

Workers’ Compensation Insurance

Professional Liability Deductible $ Please set forth the reasons for the requested reductions or waiver.

Contract Manager Signature:

Date:

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November 2, 2020

711 grand ave, #110 san rafael, ca 94901 Honorable Board of Directors Marin County Transit District ph: 415.226.0855 3501 Civic Center Drive fax: 415.226.0856 San Rafael, CA 94903 marintransit.org SUBJECT: Update to Marin Transit Personnel Policies & Procedures Section 4.1.7.b: Defined Contribution Retirement Plan & Employment Compensation Framework

Dear Board Members:

RECOMMENDATION: Approve change to Defined Contribution retirement plan vesting schedule from six months to one-year dennis rodoni completion of service for new Marin Transit employees. president supervisor district 4 SUMMARY: Your Board approved Resolution 2013-06 to use Nationwide’s 401(a) kate colin program to administer a defined contribution program for District vice president employees and adopt the direct employee compensation framework city of san rafael on August 19, 2013. The District established 10-15 percent contribution levels based on an employee’s tenure with the District judy arnold and included an initial six month vesting period for new employees. 2nd vice president supervisor district 5 Combined with the required social security contribution, the defined contribution program provides a generous and portable benefit for employees upon retirement. The six month vesting schedule, along damon connolly with the stepped contribution level based on tenure is intended to director provide benefits to all employees and an incentive for employees to supervisor district 1 stay with the District. Staff has determined that increasing the vesting term to one year is competitive with peer agencies and less eric lucan administratively burdensome. director city of novato The new vesting schedule will be effective on January 1, 2021, and any employee hired prior to that date and not yet vested will adhere to the current six-month schedule. Marin Transit currently does not katie rice director have staff requiring this exception. Your Board approved a move to supervisor district 2 a new retirement plan provider, Principal Financial Services, on December 2, 2019. Marin Transit’s Third Party Administrator, C-Ben Group, will update the District’s Defined Contribution Plan and kathrin sears provide this information to Principal Financial Services. director supervisor district 3 Staff recommends that your Board adopt a revision to the Marin Transit Personnel Polices & Procedures (attachment A) section 4.1.7.b Defined Contribution Retirement plan to read as follows:

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4.1.7.b Defined Contribution Retirement Plan: All regular employees working a minimum of 20 hours per week become vested in a 401(a) defined contribution retirement account upon completion of one year of service.

This update is also reflected in the Marin Transit Employment Compensation Framework, attachment B.

FISCAL/STAFFING IMPACT: There is no direct fiscal impact from this change. The plan modification will eliminate District defined benefit payments for employee that leave the District without completing one year of service.

Respectfully submitted,

Holly Lundgren Senior Human Resources Analyst

Attachment A: Policy #HR-2 Revised Marin Transit Policies & Procedures Manual Attachment B: Policy #HR-3 Revised Marin Transit Employment Compensation Framework

2

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MARIN TRANSIT

PERSONNEL POLICIES AND PROCEDURES MANUAL

Policy #: HR-02 Subject: Personnel Effective Date: July 1, 2014 Revision Date: July 1, 2015 (sec 4.5.10) Revision Date: November 2, 2020 (secs 4.1.7.b)

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Table of Contents ACKNOWLEDGEMENT OF RECEIPT OF PERSONNEL POLICIES AND PROCEDURES ...... 4

SECTION 1 GENERAL AND ADMINISTRATION ...... 5

1.1 Introduction ...... 5

1.2 Purpose ...... 5

1.3 Definitions ...... 5

1.4 At Will Employment ...... 7

SECTION 2 STANDARDS OF EMPLOYMENT ...... 8

2.1 Employee Standards of Conduct ...... 8

2.2 Equal Opportunity in Employment ...... 8

2.3 Drug and Alcohol-Free Workplace ...... 10

2.4 Electronic Media ...... 11

2.5 Whistleblower Rights ...... 11

2.6 Safe Work Practices and Non-Violent Workplace ...... 12

SECTION 3 RECRUITMENT AND SELECTION ...... 14

3.1 Merit Service ...... 14

3.2 Recruitment and Application Process ...... 14

3.3 Selection ...... 15

3.4 Appointment ...... 15

3.5 Introductory Work Period ...... 16

3.6 Reemployment ...... 17

SECTION 4 EMPLOYMENT PRACTICES ...... 18

4.1 Salary and Benefits Administration, and Classification Plan ...... 18

4.2 Work Hours, Work Schedules, and Overtime Practices ...... 23

4.3 Performance Planning and Review ...... 25

4.4 Employee Discipline ...... 26 ______Marin County Transit District Page 2 Personnel Policies and Procedures November 2020

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4.5 Leaves of Absence ...... 29

4.6 Personnel Records and Files ...... 36

4.7 Grievance Procedure ...... 37

4.8 Reasonable Accommodation ...... 38

______Marin County Transit District Page 3 Personnel Policies and Procedures November 2020

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ACKNOWLEDGEMENT OF RECEIPT OF PERSONNEL POLICIES AND PROCEDURES

The Personnel Policies and Procedures Manual, including the attached Standard of Conduct and Conflict of Interest Code and Drug and Alcohol Testing Policy, contains important information about Marin Transit and my privileges and obligations as an employee.

Since the information in this document is necessarily subject to change, I acknowledge that revisions to the Personnel Policies and Procedures Manual, including the attached policies, may occur. All such changes will be communicated through official notices. I understand that revised information may supersede, modify, or eliminate existing policies.

Furthermore, I acknowledge that the policies and procedures set out in this manual, including the attached policies, are neither a contract of employment nor a legal document. I have received the Personnel Policies and Procedures Manual, and I understand that it is my responsibility to read and comply with the policies and procedures contained in this manual and any revisions made to it.

______Signature of Employee Date

______Employee's Name - Printed

______Marin County Transit District Page 4 Personnel Policies and Procedures November 2020

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SECTION 1 GENERAL AND ADMINISTRATION

1.1 Introduction

The Marin County Transit District develops, finances, plans, and provides local transit service in Marin County consistent with the overall San Francisco Bay Area regional transit network. The District may operate the local transit system or contract with any other public or private entity to operate all or part of the transit system including, but not limited to services, facilities, or equipment. Employees represent the District and further the District’s purpose when performing services. District employees are an essential asset, and it is the desire of the District to ensure employees are treated accordingly.

Marin County Transit District’s enabling legislation requires the District to adopt a Merit System with regard to personnel management (Cal. Pub. Util. Code § 70076). The District established a Merit System by resolution and authorized the General Manager to prepare or cause to be prepared a Manual of Personnel Policies and Procedures for the effective administration of personnel matters consistent with the Merit System.

1.2 Purpose The purpose of this Personnel Policies and Procedures Manual is to clearly articulate the desired practices of the District and the responsibilities and rights of employees and managers in their employment with the Marin County Transit District. It is intended to provide regulations and instruction for lawful and equitable personnel practices consistent with the District’s Merit System and to provide direction and guidance for employment practices and requirements.

1.3 Definitions

1.3.1. Alternate Work Schedule: An approved set work schedule different than the standard five days per week, eight hours per day schedule. Example: a “9/80” schedule in which the employee works nine work days in a two-week period, nine hours for eight days and eight hours for one, for a total of 80 hours in a two-week period.

1.3.2 Confidential Employee: An employee or position, as designated by the Board of Directors, who could reasonably have access to confidential information that could affect employer- employee relations.

1.3.3 Day: Calendar day unless expressly stated otherwise.

1.3.4 Demotion: A change in status of an employee from a position in one classification to a position in another classification with lesser duties and responsibilities, lower qualifications, and a lower maximum salary.

______Marin County Transit District Page 5 Personnel Policies and Procedures November 2020

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1.3.5 Employee: A person employed by the District. Independent contractors, elected officials, and volunteers are not employees of the District.

1.3.6 Employment Compensation Framework: A document submitted by the General Manager to the Board of Directors recommending personnel policy issues involving financial commitments, such as establishing salary ranges, employee benefit programs and District contributions, staffing levels, and establishment of classifications. The Employment Compensation Framework may be modified as part of the annual budget process.

1.3.7 Exempt Employee: An employee who is in a managerial, administrative, or professional classification as defined by the Fair Labor Standards Act and is exempt from wage and overtime provisions of the Act.

1.3.8 Flexible Work Schedule: An approved work schedule in which daily start and end times may vary.

1.3.9 Layoff: The separation of an employee from the active work force due to lack of work, lack of funds, organizational changes, or the abolition of a position.

1.3.10 Manager or Management Employee: An employee designated by the Board of Directors as having significant authority, in the interest of the Board, to formulate and effectuate District policies, and who is substantially involved in hiring, discharging, evaluating, rewarding and disciplining one or more employees or effectively recommends such decisions.

1.3.11 Merit System: The manner of hiring and promoting government employees based on their ability, education, experience, and job performance rather than their connections or other political factors -- one in which human resources activities are governed by uniform, job related, and impersonal policies and procedures.

1.3.12 Paid Status: The payment of an employee for a workday either because the employee worked the day or because the employee was on authorized paid leave.

1.3.13 Promotion: Advancement of an employee from a position in an established classification to a position in an established classification with higher level duties and responsibilities, higher qualifications, and a higher maximum salary.

1.3.14 Qualified Individual with a Disability: A person with a physical or mental impairment that materially or substantially limits one or more major life activities.

1.3.15 Reasonable Accommodation: A modification or adjustment to a job, an employment practice, or the work environment that makes it possible for a qualified individual with a disability to enjoy an equal employment opportunity. Examples may include acquiring or modifying equipment or devices; making facilities readily accessible; modifying work schedules. Reasonable accommodation also applies to ensure the safety of an employee at work who is the victim of domestic violence, sexual assault, or stalking.

______Marin County Transit District Page 6 Personnel Policies and Procedures November 2020

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1.3.16 Regular Employee: A person employed by the District full or part time with no specific end date to the employment. Contract and temporary employees are not regular employees.

1.3.17 Reinstatement: The return of an employee to a classification in which the employee formerly served.

1.3.18 Separation: Any ending of employment with the District.

1.3.19 Temporary Employee: A person employed by the District in a position that is funded for a limited period of time, not to exceed one year.

1.3.20 Transfer: A change of an employee from one position to another in the same or similar classification.

1.4 At Will Employment

The General Manager is employed pursuant to a contract and is governed by the terms thereof. Positions in the Director classification reporting directly to the General Manager are designated as at will. Other District employees may be designated as at-will employees by the General Manager, under appropriate circumstances. At will employees do not acquire a property interest in their positions and their employment may be terminated at any time, for any reason, and without any requirement of demonstrating cause. At will employees have no right to appeal any discipline or termination.

______Marin County Transit District Page 7 Personnel Policies and Procedures November 2020

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SECTION 2 STANDARDS OF EMPLOYMENT

2.1 Employee Standards of Conduct

2.1.1 Standard of Conduct Policy: The District has adopted a Standard of Conduct and Conflict of Interest Code. Employees should refer to this code for general standard of conduct requirements as well as information regarding: exclusive service; outside employment; maintenance of confidential and/or privileged information; use of District facilities or property; improper political activity; nepotism; anti-fraternization; and acceptance of gifts or other benefits. The Standard of Conduct and Conflict of Interest Code is hereby incorporated into this Personnel Policies and Procedures Manual and is attached.

2.1.2 Workplace Grooming and Attire: The District maintains a professional working environment for the benefit of its employees and the public. As public employees and representatives of the District, each employee will present him/herself in a neat and clean manner and in professional attire appropriate to the job assignment.

2.1.3 Smoke Free Workplace: Smoking tobacco is prohibited in all District offices and vehicles and is prohibited within 20 feet of the entrance, doorway, or window to any District building.

2.2 Equal Opportunity in Employment

2.2.1 Purpose: The purpose of this policy is to set forth the Marin County Transit District’s commitment to equal opportunity in employment as well as services and to establish no tolerance for unlawful discrimination, harassment, or retaliation; to define these terms; and to identify the procedure for reporting, investigating and resolving complaints of discrimination, harassment, or retaliation.

2.2.2 Statement of Policy: The Marin County Transit District is committed to providing an environment that is free from discrimination and harassment of any kind, including sexual harassment and harassment or discrimination based on race, color, religion, national origin, ancestry, age, physical or mental disability, medical condition, marital status, sex, age, or sexual orientation. Such discrimination and harassment, or retaliation against individuals who complain of illegal harassment or discrimination or who participate in an investigation into illegal harassment or discrimination will not be tolerated. All human resources’ functions will be administered in a manner that is equitable, respectful, and related to job performance.

2.2.3 Definitions:

2.2.3.a Unlawful Discrimination: Basing a term, condition, or privilege of employment on an individual’s actual or perceived race, color, religion, national origin, ancestry, age, physical or mental disability, medical condition, marital status, sex, age, or sexual orientation. Terms, conditions, and privileges of employment

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include recruitment, selection, testing, training, transfer, promotion, demotion, termination, performance appraisal, and compensation.

2.2.3.b Discriminatory Harassment: Any form, or combination of verbal, physical, visual, written, or environmental conduct based on actual or perceived race, color, religion, national origin, ancestry, age, physical or mental disability, medical condition, marital status, sex, age, or sexual orientation. The conduct need not be specific or even directed at an individual. By definition, harassment, including sexual harassment, is not within the course and scope of an individual’s employment. Harassment includes any conduct that would be unwelcome to a reasonable person of the recipient’s same protected status and that is taken because of the recipient’s protected status. Lack of protestation or complaint is not to be construed to imply consent. Examples of discriminatory harassment include:

• Verbal Misconduct: Inappropriate or offensive or derogatory remarks, slurs, jokes, or innuendoes regarding an individuals’ body, sex, physical appearance, sexual prowess, pregnancy, sexual orientation, religion, race, etc. Sexual harassment can occur between individuals of the same or different genders.

• Physical Misconduct: Inappropriate or offensive gestures, touching, assault, or physical interference with free movement directed at any individual on the basis of any status protected by this policy.

• Visual or Written Misconduct: The display or circulation of offensive or derogatory visual or written material including posters, cartoons, drawings, reading materials, or electronic media transmissions related to any protected status.

• Environmental Misconduct: A work environment that contains an unwarranted focus of language, behavior, or visual or written material upon sexual, racial, religious, or any other status protected by this policy.

2.2.3c Retaliation: Any adverse employment action that is reasonably likely to prevent the complaining party or others from engaging in protected activity. Adverse employment actions include, for example, a decrease in pay, change of hours, or reduction in authority or responsibility. Adverse action can also include shunning, taking sides, spreading rumors, or threats of intimidation. Retaliation could be against individuals who complain of illegal harassment or discrimination or who participate in an investigation into illegal harassment or discrimination.

2.2.4 Reporting Unlawful Harassment, Discrimination, or Retaliation: Any employee or applicant for employment who believes he/she has been unlawfully harassed, discriminated against, or retaliated against should promptly report it orally or in writing to the employee’s supervisor, a human resources representative, or the General Manager. Any supervisor or

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manager who receives such a complaint or who observes or otherwise learns about such conduct is required to notify a District designated human resources representative or the General Manager immediately.

2.2.5 Investigating and/or Responding to Complaints: Upon receiving a complaint of harassment, discrimination, or retaliation, the District or its representative may undertake an investigation of the complaint. An investigation and investigation report will be kept confidential except as required by law. If behavior is found to have occurred in violation of this policy, action will be taken to ensure or confirm that the conduct is stopped and will not reoccur. Employees are required to cooperate in and respond honestly to questions presented in any investigation.

2.2.6 Management Responsibilities: Management and supervisory employees are responsible for educating and holding employees accountable for adherence to this policy and for demonstrating commitment to and support of this policy. Upon becoming aware of a violation, regardless of whether the violation is by a direct subordinate, another employee, a member of the public, a contractor, an elected official, or a supplier, he or she will report the conduct to the General Manager immediately.

2.2.7 Consequences of Violation of Policy: Immediate and formal disciplinary action up to and including termination will be taken against any employee found to have engaged in conduct that constitutes employment discrimination, harassment, or retaliation.

2.3 Drug and Alcohol-Free Workplace

2.3.1 Policy: The purpose of this policy is to provide a safe and healthy workplace for all employees, to comply with federal and state regulations, and to prevent accidents. A safe and healthy workplace for all employees precludes the influence of impairing drugs and alcohol. The presence of alcohol and drugs on the job, and the influence of these substances on employees during working hours, is prohibited.

2.3.2 Notification to District Employees:

• The unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace.

• As a condition of employment, employees must abide by the terms of this policy.

• As a condition of employment, employees must notify the District, within five calendar days, if convicted of a criminal drug violation in the workplace.

2.3.3 Drug and Alcohol Testing Policy: The District has adopted a Drug and Alcohol Testing Policy. Employees should refer to this policy for additional information on the District’s drug and alcohol testing requirements. The Drug and Alcohol Testing Policy is hereby incorporated into this Personnel Policies and Procedures Manual and is attached.

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2.4 Electronic Media

2.4.1 Usage and Public Purpose: Computer hardware and software, and electronic communication and data processing devices are the property of the District provided for the purpose of conducting District business. All such electronic media, including but not limited to e-mail, voicemail, internet, intranet, calendaring systems, computers and computer programs, cell phones, and all messages and information contained therein may be public records subject to disclosure to the public or to subpoena. Except for brief, occasional necessary or emergency use, the electronic systems are not to be utilized for personal use or to conduct personal or private business. Employees must comply with all operational guidelines such as records retention schedules, back-up procedures, use of passwords, and confidentiality.

2.4.2 No Right to Privacy: Employees who use electronic systems and tools provided by the District will have no right or expectation of privacy in such use. The General Manager or his/her designee has the right to enter, search, monitor, and retrieve an employee’s electronic communications, data files, logs, computers and other electronic devices, and programs from these systems at any time without notice. Security features such as passwords, access codes, and delete functions do not prevent authorized employees from accessing electronic communications and devices.

2.4.3 Prohibited Use: Employees shall not install non-District owned programs on any computer, electronic device, or on the computer system or copy District-owned programs for personal use. Employees shall not use the system for political purposes, commercial activities, or to download music or other programs for personal use. Employees will refrain from using the computer and data systems in any way that may be disruptive, offensive to others, harmful to morale, construed as sexual or religious, or violate any other District policies or laws.

2.5 Whistleblower Rights

District employees or applicants for employment are entitled to disclose to the District, without reprisal, facts that may be deemed to constitute gross mismanagement, significant waste of public funds, abuse of authority, and/or substantial and specific danger to public health or safety.

2.5.1 Disclosure Procedure: Any District employee or applicant for employment with information that may be considered gross mismanagement, a significant waste of funds, an abuse of authority, and/or substantial and specific danger to public health or safety should file with the General Manager or District human resources staff a written statement of facts within sixty calendar days of the act or event. If the complaint involves conduct of the General Manager, the statement may be directed to the President of the District Board of Directors. This filing shall be under penalty of perjury. The statement must include: the name, classification, and signature of the employee; his/her mailing address; the date of filing; and a clear statement of the facts of the complaint and the date upon which the event occurred giving rise to the complaint.

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2.5.2 District Investigation: Within twenty-one calendar days of receipt of the written statement of facts, the General Manager, or Board President if the complaint is about the conduct of the General Manager, will investigate the complaint, may confer with the complainant, determine appropriate action to solve the problem, if any, and will render a decision in writing. If the complainant is dissatisfied with the decision, an appeal may be filed with the Board of Directors within seven calendar days of the date of the written decision of the General Manager or Board President. The Board of Directors will conduct a hearing on the complaint, and its decision will be final.

2.5.3 Confidentiality: Nothing contained in this policy will be deemed to make any record public if the record is preempted from disclosure by Government Code Section 6254, or to require a public hearing or meeting that could otherwise be conducted as a closed session pursuant to Government Code Section 54956.

2.5.4 No Reprisals: The General Manager or President of the Board will make every reasonable effort to assure that any person who files a complaint pursuant to this policy is not subject to reprisals denominated in Government Code Section 53928.

2.6 Safe Work Practices and Non-Violent Workplace

2.6.1 Safe Work Practices: The District is committed to providing a safe work environment. Employees are expected to obey safety rules and follow safe work practices including use of ergonomic and other safety equipment.

2.6.2 Report of Unsafe Conditions: Employees are expected to report any unsafe conditions or workplace hazards to their supervisor. Supervisors and managers will take all appropriate steps to identify, evaluate, and mitigate unsafe conditions or workplace hazards and train employees on safe work practices.

2.6.3 Reporting Injuries: Work-related injuries should be reported to the employee’s supervisor immediately. The supervisor will notify the District’s human resources representative as soon as possible. Appropriate medical attention will be obtained if required through the employee’s medical provider if previously designated. Worker’s compensation insurance forms will be provided and shall be completed pursuant to policy 4.1.8 below.

2.6.4 Non Violent Workplace: Acts of violence, whether threatened, gestured, or carried out will not be tolerated in the workplace. Anyone witnessing or becoming the subject of such behavior will immediately report it to their supervisor who will notify the District’s human resources representative as soon as possible. Minimizing the threat of violence is a duty of all employees. Retaliation or the threat of retaliation against a person who reports such an incident is unlawful and will not be tolerated.

2.6.4.a Possession of Inappropriate Items in the Workplace: Employees will not possess any of the following at work or in any work facility including parking

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lots: Any firearm, explosive, fixed blade knife, folding knife with a blade over 3.5 inches, or any illegal weapon defined in Section 12020 of the California Penal Code.

2.6.4.b Employee Procedure for Imminent or Actual Violent Act: An employee who is in immediate apparent danger of a violent act, or another employee who witnesses a violent act or the threat of a violent act shall get in a safe location, inform a supervisor of the circumstances, and may call 911 and request the immediate response of a police officer. Employees are required to cooperate fully in any administrative or criminal investigation conducted of the circumstances.

2.6.4.c Supervisor and Manager Responsibilities: A supervisor who is informed of a violent act or the threat of a violent act at the workplace will, whenever possible, ensure the immediate safety of employees, call 911, and notify a District human resources representative. If feasible, the supervisor will have the involved individuals wait in separate rooms or locations until law enforcement or other appropriate authority arrives.

2.6.5 Procedure for Concern of Future Violence: Employees who have reason to believe they or another employee may be victimized by a violent act at the workplace sometime in the future must inform their supervisor so appropriate action may be taken. If an employee has signed and filed a restraining order against an individual who would be in violation of the order by coming near them at work, he or she shall immediately supply a copy of the signed order to their supervisor. The supervisor will provide the order to a District human resources representative. Appropriate District precautionary action will be developed in consultation with the employee.

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SECTION 3 RECRUITMENT AND SELECTION

3.1 Merit Service The general policy of the District is to ensure the recruitment, selection, and hiring of regular employees in an open, competitive, and objective manner, and in a fully documented and timely fashion. The General Manager may establish exceptions to the competitive recruitment process under certain circumstances, including for temporary, emergency, or at will positions.

3.2 Recruitment and Application Process

3.2.1 Recruitment: The District may utilize any legitimate recruitment procedure for attracting qualified applicants for vacant positions. Recruitments may be open or may be limited to only District employees, depending on the District’s needs. The General Manager may make appointments without going through a recruitment process when determined in the best interests of the District and consistent with a Merit System. All employees must meet the minimum employment standards for the classification to which appointed.

3.2.2 Announcement and Recruitment Period: The announcement of a vacant position may be publicized as appropriate, either within the District or to the public. Announced recruitments will be conducted in accordance with appropriate and valid equal employment opportunity guidelines. Recruitment may be conducted for a limited time period or may be continuous until the position is filled.

3.2.3 Application Materials: Unless otherwise announced, application for employment must be made on a Marin Transit Employment Application Form provided by the District. Information required will include education, experience, and other pertinent information that will help the District determine whether the applicant meets the minimum qualifications to successfully perform the essential job duties. Application materials may include reference and background checking, as well as written answers to supplemental questions. Materials must be signed by the applicant certifying that all statements contained therein are true and correct. All application materials become the property of the District. Final adjudication as to qualifications for a position rests with the General Manager in consultation with a District human resources representative.

3.2.4 Disqualification: The District may disqualify any applicant for any legitimate reason. An applicant has no right to appeal any such actions. The following are examples of reasons that may result in disqualification:

a. The application is incomplete or improperly completed.

b. The application indicates on its face that the applicant does not possess the minimum qualifications for the position.

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c. The applicant is unable to perform the essential functions of the position with or without reasonable accommodation.

d. The applicant is currently using illegal drugs.

e. The applicant has been convicted of a crime that may have an adverse impact on the applicant’s ability to perform the job for which the applicant is applying.

f. The applicant is not legally permitted to work within the United States.

g. The applicant has made false statement of any material fact or has engaged in deception or fraud in making the application.

h. The applicant is related by blood, marriage, domestic partnership, or marital type relationship to anyone in a direct supervisorial hierarchy of the position applied for.

i. Any material cause that would render the applicant unsuitable for the position, including a prior resignation or termination from the District, or a significant disciplinary action.

3.3 Selection

3.3.1 Initial Selection Methods: Any legitimate objective method to determine the relative capabilities of the applicants to perform the duties of the classification may be utilized. These include, but are not limited to, written tests, oral interviews, panel interviews, practical tests, and other assessment tools. The District may conduct the process itself or contract with any qualified organization or individual to prepare and/or administer selection processes. Specific results, scores, or strengths and weaknesses identified during the selection process will not be released except by the sole discretion of the General Manager.

3.3.2 Final Selection: One or more applicants may be invited to be considered further in the process following the initial selection process. The General Manager or his/her designee as appointing authority will interview the candidates based on job-related questions or other means such as exercises that provide candidates an equal opportunity to describe and demonstrate their qualifications. The General Manager or his/her designee as appointing authority may select any one of the most qualified applicants to fill the vacant position. Selection of any of the candidates is not required.

3.4 Appointment

3.4.1 Background and Reference Checking: Prior to an offer of employment, applicants may be required to supply references and to submit to a thorough background check.

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3.4.2 Pre-Employment Physical and/or Psychological Exam May be Required: Following the selection process, and background and reference checking, a candidate may be offered conditional employment subject to satisfactory completion of a pre-employment physical examination, if required for the position, at the District’s expense. This examination will be to determine their ability to physically and mentally perform the essential functions of the position with or without reasonable accommodation.

3.4.3 Conditional Offer of Employment: A formal conditional offer of employment may be made by the General Manager or his/her designee. The offer letter will include:

a. The title of the position.

b. The salary and benefits offered.

c. The start date and work hours.

d. The office and to whom the employee is to report.

e. A statement that the offer is conditional upon satisfactory completion of a pre- employment physical, if required, as well as submission of evidence that the candidate is legally entitled to work in the United States. Resignation from current employment should not be finalized until this process is successfully completed.

f. Information about the Introductory Work Period.

g. If relevant, notice that with the offered position with the Marin County Transit District is at will employment and can be terminated at any time with or without cause.

3.5 Introductory Work Period

Beginning on the first day of employment, all new regular employees are provided a 180 day Introductory Work Period which is considered the final step in the examination and selection process. Employment may be terminated at any time during this period with or without cause. Completion of the introductory period does not guarantee continued employment and does not change the at-will nature of the employment relationship, if applicable.

3.5.1 Purpose: During this period, the employee and the supervisor evaluate employment suitability in terms of skill, knowledge, performance, and compatibility. New employees are encouraged to ask questions, seek information, and learn the expectations of the position as well as the personal conduct and interpersonal relationships required to be effective in the role. Supervisors provide close direction and provide the job description, orientation to the District culture and policies, and set performance goals. The supervisor will educate the employee about competencies required for success in the position, provide feedback regarding progress, and assess whether the employee meets the expectations of the position.

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3.5.2 Completion: If the supervisor determines the employee’s performance and conduct meets expectations he or she will complete an Introductory Work Period performance review which includes performance and conduct goals for the next six months and establishes the annual performance evaluation period.

3.6 Reemployment

An employee who resigns under positive circumstances may be eligible for reemployment within 60 days of resignation. Reemployment will be at the sole discretion of the General Manager. Salary and seniority will be treated as if the employee had been on a leave of absence. No leave balances with the exception of sick leave will be reinstated, but the employee will retain years of service credit for future leave accruals.

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SECTION 4 EMPLOYMENT PRACTICES

4.1 Salary and Benefits Administration, and Classification Plan

4.1.1 Salary Ranges: A salary range is established by the Board of Directors for each classification by approval of an Employment Compensation Framework upon the recommendation of the General Manager. Salary ranges are recommended for the purpose of maintaining quality public service, and will take into account the responsibility and difficulty of the work, the compensation needed to recruit effectively in the labor market, and other pertinent factors.

4.1.2 Placement within Salary Range:

4.1.2.a Salary upon Hire: Initial placement within the salary range is determined by the General Manager based on the candidate’s background and experience, the time expected to learn and fully meet job performance standards, and other business factors deemed relevant.

4.1.2.b Salary Increases within Range: Salary adjustments may be approved by the General Manager based on meeting of performance and conduct standards, the current level within the range, and other business factors deemed relevant. Salary within the range will be reviewed at least once per year following performance review. Salary may not be paid above the maximum of the range established by the Board of Directors.

4.1.2.c Salary upon Promotion: An employee promoted to a classification with a higher salary range will be placed within the higher salary range based on the same criteria as for initial hire above.

4.1.2.d Salary upon Temporary Promotion: Employees are expected to perform some duties of a higher classification from time to time without additional compensation as part of their training and development and to meet the operational needs of the District. This includes filling in for routine absences such as conference attendance, vacations, and leave due to illness. If an employee is temporarily assigned to the full duties of a higher classification due to prolonged absence of the incumbent, or a vacancy in the higher classification, temporary placement within the salary range of the higher classification will be made, as determined by the General Manager. Upon completion of the temporary assignment, the employee will be reassigned to his or her regular classification and salary.

4.1.2.e Salary upon Demotion: If an employee requests a voluntary demotion, or is demoted due to performance issues to a classification with a lower salary range, the employee will be placed within the salary range of the classification into which demoted as determined by the General Manager.

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4.1.2.f Salary upon Reclassification: If an employee is reclassified to a classification with a higher salary range, the salary will be determined in the same manner as a promotion. If an employee is reclassified to a classification with a lower salary range, the employee will be placed within the salary range of the lower classification as close to the salary previously earned as possible without exceeding the salary for the new classification.

4.1.3. Pay Schedules:

4.1.3.a Pay Periods and Payday: The District payroll calendar consists of two pay periods monthly, the first from the 1st day to the 15th day of the month, and the second from the 16th day of the month to the end of the month. Corresponding paydays occur on the 22nd of the month and the 7th of the following month. If a normal payday falls on a weekend or holiday, the payday shifts to the next business day.

4.1.3.b Timesheets: Each employee must complete a timesheet and submit it to his or her supervisor no later than the last working day of the pay period. Timesheets are not final until approved by the supervisor.

4.1.3.c Payroll Errors: Any payroll error resulting in insufficient payment to an employee will be corrected and a supplemental check issued not later than five working days from the issuance of the first check or notice, whichever is later. If a payroll error results in overpayment to an employee, the District will collect the overpayment through payroll deduction or otherwise on a schedule determined by the District in consultation with the employee. Upon learning of overpayment or underpayment, an employee must immediately notify his or her supervisor.

4.1.3.d Payment Upon Separation: An employee leaving District employment will receive a final paycheck including earned salary, unused accrued vacation, and earned but unpaid overtime, on the payday for the pay period in which separation occurred, or within 72 hours of the effective date if the separation was for involuntary termination.

4.1.4 Health Benefits:

4.1.4.a Eligibility: Full time regular employees are eligible for full District contribution towards insurance and other benefits. A regular employee scheduled to work at least 90% of the basic workweek, or at least 36 hours per week, will be considered full time for benefit purposes. Regular part time employees are eligible to enroll in all health benefits if they work 20 hours or more per week. Employees working between 20 and 30 hours per week are eligible for one-half the District contribution towards medical insurance. Employees working between 30 and 36 hours per week are eligible for 75% of the District contribution towards medical insurance. Employees working 20 hours or more

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are eligible for full District contribution to dental and vision insurance. Temporary employees are not eligible for benefits or District contribution.

4.1.4.b Medical Insurance: The District provides medical insurance plans through the County of Marin. Employees may select from among the plans offered for themselves and their families. The District contributes up to the following amounts towards monthly premiums:

Employee only and Employee +1 dependent: 95% of employee +1 premium for base HMO plan (currently Kaiser Silver)

Employee + 2 or more dependents: 95% of employee +2 premium for base HMO plan (currently Kaiser Silver)

A different amount may be approved by the Board of Directors through an Employment Compensation Framework recommended by the General Manager.

An employee may waive medical insurance coverage through the District upon presentation of proof of equivalent creditable group coverage elsewhere, such as through a spouse’s group coverage. Employees approved to waive medical insurance coverage may receive an amount equal to the employee only premium for the base HMO plan (currently Kaiser Silver) per month in lieu of the contribution towards insurance, or an amount approved by the Board of Directors through an Employment Compensation Framework as described above.

4.1.4.c Dental Insurance: The District provides an employee dental insurance plan through the County of Marin. The District covers the premium for the dental insurance for employees and their eligible family members.

4.1.4.d Vision Insurance: The District provides an employee vision insurance plan through the County of Marin. The District covers the premium for the vision insurance for employees and their families.

4.1.4.e Enrollment in Health Benefits: Enrollment in medical, dental, and vision insurance is completed upon hire, and benefits begin the first of the following month. Open enrollment for medical insurance only is held annually, usually late in the calendar year. There is no annual open enrollment for dental or vision plans; newly acquired or newborn eligible dependents must be enrolled within 30 days of the date of hire or the qualifying event.

4.1.5 Disability and Life Insurances:

4.1.5.a Short Term Disability (SDI): Employees of the District participate in State of California short term disability insurance (SDI). The insurance provides partial wage replacement to employees unable to perform their regular and customary

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work because of a non-industrial physical or mental illness or injury. Contributions are as established by State law.

4.1.5.b Long Term Disability (LTD): The District provides long term disability income coverage to replace a portion of lost income if a regular employee has an injury or illness and is unable to work. After a waiting period of 90 days, the LTD program provides 66.67% of basic monthly earnings to a maximum of $3,000 per month for a period of time.

4.1.5.c Basic Life Insurance: Employees are covered with $10,000 of basic life and $10,000 of accidental death and dismemberment insurance at District cost. Supplemental insurance may be purchased by employees as available.

4.1.6 Transit Commute Benefit:

All District employees receive transit free of charge on any Marin Transit route. To encourage additional public transit usage, employees may receive a subsidy of up to the federal IRS Section 132a allowance per month towards public transit to work. Application for the subsidy must be made on the Transit Benefit Enrollment Form obtained from a District designated human resources representative.

4.1.7 Retirement Benefits:

4.1.7.a Social Security: The District and all its employees participate in Social Security. Premiums are as set forth by federal law for employees and the District.

4.1.7.b Defined Contribution Retirement Plan: All regular employees working a minimum of 20 hours per week become vested in a 401(a) defined contribution retirement account upon completion of one year of service. The 401(a) plan is offered through the District’s retirement plan provider. Contributions toward the plan for each employee are made by the District according to the following schedule, based on normal base salary or wage rate (not including vacation pay out, overtime, insurance contributions, etc.), to the limit of pensionable compensation defined by California State law:

Years of employment with the District completed Amount of District Contribution 0 through 2 years 10% Over 2 years through 4 years 13% Over 4 years 15%.

Percentage amounts are not vested and may be revised by the Board of Directors through an Employment Compensation Framework as recommended by the General Manager.

4.1.7.c Deferred Compensation Plan: Regular employees are eligible to participate in a deferred compensation plan (457 Plan) administered by the District’s retirement plan provider. The 457 Plan enables employees to make voluntary contributions

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of salary on a pre-tax basis into the plan each pay period up to an annual contribution limit established by federal law.

4.1.7.d Education and Options: Employees may access education workshops, participant-directed accounts, optional automatic asset rebalancing features, web-based secure communication, and the services of a local retirement specialist through the District’s retirement plan provider for help in managing their 401(a) and 457 retirement plans.

4.1.8 Worker’s Compensation Insurance Benefit:

All employees are entitled to worker’s compensation insurance benefits if injured or made ill arising out of or in the course of work. Employees are eligible to receive workers’ compensation insurance benefits if the claim is declared compensable under the California workers’ compensation laws. Payment of job-incurred disability leave will be at the amount as set forth under State law.

4.1.8.a Procedures and Responsibilities: In the event of a work-related injury, the General Manager or his/her designee will provide the employee an “Employee’s Claim for Worker’s Compensation Benefit and Notice of Potential Eligibility for Benefits” form within one working day of learning of a work-related injury. The District will complete the “Employer’s Report of Occupational Injury or Illness” form within five working days of learning of the employee’s injury and send the form to the District’s worker’s compensation insurance carrier.

4.1.8.b Obtaining Forms: Forms required to be submitted will be obtained from a District-designated human resources Representative.

4.1.8.c Notice of Coverage: Employees will be provided notice of their worker’s compensation benefit coverage during their first month of employment, including the employee’s right to designate his/her primary physician as their initial physician.

4.1.8.d Return to Work if Absent on Workers’ Compensation Leave: The District may require the employee to provide medical certification that he or she is physically able to perform the duties of the position with or without reasonable accommodation in order to return to work following job-incurred disability leave.

4.1.9 Classification Plan:

A classification plan for positions in the District will be maintained and will serve as the foundation for examination and selection, compensation, training, promotion, demotion, reduction in force, re-employment, and other related decisions. Classifications will be designed as broadly as possible to retain flexibility in assignment and provide the fewest classifications necessary. Several positions may be allocated to one classification.

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4.1.9.a Classification Specifications: Written classification specifications will be developed and maintained and all positions will be allocated to a classification based on similarity of duties, responsibilities, and employment standards Initial class specifications and significant changes that could impact compensation will be recommended by the General Manager for approval by the Board of Directors.

4.1.9.b Content of Classification Specifications: The classification specification will include the classification title, general level of responsibility and authority, essential and typical duties and responsibilities, working conditions, and the minimum employment standards required for success in the position. Employment standards include knowledge and skill, education, licensure, related experience and background, and the physical and mental abilities required to perform the essential functions.

4.1.9.c Modifications to Classification Specifications: Class specifications will be modified or updated as needed to accurately reflect and identify the position and its standards of employment. There is no change in the compensation level required with a title or specification change.

4.1.9.d Class Specifications not Restrictive: Class specifications will not be construed as a declaration of all duties and responsibilities, as a statement that the duties and responsibilities will not be changed, or that the temporary assignments of other duties and responsibilities may not be made. The District maintains the right to assign, direct and control the work of employees and class specifications in no way interfere with this right.

4.1.9.e Reclassification: In the event that a job has significantly changed in duties and responsibilities over time such that the classification specification no longer describes the position, a position reclassification may be recommended by the appointing authority and approved by the Board of Directors.

4.1.10 Reduction in Force:

In the event it becomes necessary to modify workforce staffing levels due to lack of work or funds, layoff decisions will be made based on position and at the sole discretion of the General Manager taking into account agency priorities, funding availability, and/or work responsibilities.

4.2 Work Hours, Work Schedules, and Overtime Practices

4.2.1 Workweek: The basic workweek for full time employees will be 40 hours per week, in a 7 day period. The workweek will begin at 12:01 a.m. each Monday and end at 12:00 midnight the following Sunday.

4.2.2 Work Schedule: Employees designated as management and professional employees shall work any and all hours necessary to perform their assigned duties, without overtime. Otherwise, typically, the regular full time work schedule will be 8 hours per day, 5 days per week and may ______Marin County Transit District Page 23 Personnel Policies and Procedures November 2020

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include weekends and holidays. Employees working fewer than 40 hours per week will be considered part-time employees except that employees regularly working 36 – 39 hours per week are considered full time for health benefit purposes. The District will establish and may modify regular work schedules for its employees.

4.2.3 Rest Periods: Unless otherwise established by the General Manager for a particular employee, employees in a non-exempt classification will have a 15 minute rest period in each four hour work period. Rest periods may not be combined or used to shorten the workday.

4.2.4 Meal Period: Unless otherwise established by the General Manager for a particular employee, full-time employees in a non-exempt classification will receive a one half or one hour meal period daily that is not compensable. During the meal period, the employee will be relieved of duties. If the employee is authorized in advance and performs work during the meal period, the employee will be compensated for the time worked. Unless authorized in advance, meal periods may not be used to shorten the workday.

4.2.5 Overtime Practices: The District complies with the Fair Labor Standards Act (FLSA) in all its pay practices, and overtime shall be defined and compensated for in accordance with the appropriate FLSA designation of the classification of the employee.

4.2.5.a FLSA Exempt: Those employees who work in professional, executive, or administrative capacities are designated as exempt employees. Their hours of work are those required to accomplish the work, and they are not entitled to overtime compensation.

4.2.5.b Overtime Required: Non-exempt employees may be required to work overtime. Overtime is defined as assigned work over 40 hours worked in a workweek. Overtime will be compensated at the rate of 1 ½ time the employee’s regular rate of pay. Except when necessary to address an emergency or special circumstances, employees may not work outside of regularly scheduled working hours or during unpaid meal periods without prior authorization. In such an event, employees shall report overtime work as soon as possible after the work is performed.

4.2.5.c Compensatory Time: The General Manager may at his/her discretion approve overtime compensation for non-exempt employees in the form of compensatory time off at the rate of time and one-half. An employee may accrue up to 40 hours of compensatory time. Compensatory time not used within the fiscal year in which it was accrued may be paid off at the discretion of the General Manager.

4.2.6 Alternative or Flexible Work Schedules: The General Manager may establish alternative work schedules or flexible work schedules provided the work schedule is beneficial to the District. All leaves will continue to accrue and be compensated at the rate of 8 hours per day for a full-time employee regardless of an alternative or flexible work schedule.

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4.3 Performance Planning and Review

4.3.1 Purpose: The purposes of the performance planning and review process are to:

• align employee work performance and behaviors with District goals,

• prioritize key work and behavioral expectations for the period, • identify and record accomplishments and contributions, • determine need and plan for training or development activities that would improve performance or help prepare employee for advancement; and • provide work performance feedback.

The process provides the framework for employees and their supervisors to engage in an ongoing and constructive conversation about the employee’s role and impact in achieving organizational goals. The process also includes training and development goals and plans that will improve or enhance the knowledge, skills, and abilities of the employee.

4.3.2 Timing: Planning and evaluation will occur at least annually on a schedule determined by the District. Performance planning occurs at the beginning of the annual period. Following evaluation discussions at the conclusion of the annual period, written forms will generally be completed within thirty days. Once the review is completed, performance planning for the new annual period will be conducted.

4.3.2 Performance Planning: At the beginning of the annual evaluation period, the supervisor and employee will meet to clarify the purpose of the job, set expectations for the year for work behaviors, determine outcomes and planned accomplishments, and discuss how these will contribute to the achievement of District goals. Developmental goals to further the employee’s success in the job will also be set. District performance planning forms will be used for preparing for and documenting the discussion.

4.3.3 Ongoing Review: Feedback throughout the year, whether about positive behavior and good performance or about behaviors or performance that requires improvement, will be provided. This includes when unplanned assignments arise, coaching is needed, and projects are completed, and/or during regularly scheduled meetings between the supervisor and employee. Employees are encouraged to request guidance and feedback to assist them in achieving the highest performance and demonstrating appropriate workplace behavior.

4.3.4 Annual Review: A performance review will be conducted at the end of the annual work period based on the performance plan and feedback throughout the year. The appraisal will be recorded in a written performance review on an approved District form. The written review will provide documentation of work achievements, accomplishments, and contributions, as well as work behaviors that contributed to organizational effectiveness. The review will include, if needed, documentation of performance deficiencies that need improvement and a plan for improvement.

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4.3.5 Performance Improvement Plan: If a plan is developed and provided to improve performance or work behaviors, such plan is part of the annual review and is not considered disciplinary action.

4.3.6 Employee Response to Annual Review: The employee’s signature on the written performance review indicates receipt. The employee may prepare and submit a written response to his or her supervisor, if desired, within five work days of signing the evaluation. There is no further means of challenging or appealing a performance evaluation.

4.3.7 Record of Written Review: The completed written annual performance review will be forwarded to District management and then filed in the employee’s official personnel file. If the employee files a written response, it will be forwarded along with the evaluation and then placed with the written review in the employee’s official personnel file.

4.4 Employee Discipline

4.4.1 Employee Discipline Policy: Employment in the Marin County Transit District requires appropriate and disciplined behavior and competent service including compliance with all District policies and procedures. Regular employees shall only be disciplined for cause, and in accordance with these Personnel Policies and Procedures.

4.4.2 Types of Disciplinary Actions: The General Manager or his/her designated management employee may invoke disciplinary action for a violation of a policy or practice and may impose any of the following types of disciplinary action: oral warning, written warning, suspension without pay, reduction in compensation, demotion, or dismissal.

• Oral Warning: A formal discussion with an employee, usually by the employee’s immediate supervisor, about performance or conduct problems, the need for the employee to improve, what specific improvement is expected, and the further consequences if improvement is not made.

• Written Warning: A formal written notice to an employee, usually by the employee’s immediate supervisor, regarding performance or conduct problems, the need for the employee to improve, what specific improvement is expected, a statement of any prior disciplinary action, and the further consequences if improvement is not made.

• Suspension: Removal of an employee from duty without pay for a specific period of time. Written notification will be provided, including the issue and policy violation and proposed discipline, and the employee will have the opportunity to respond. The employee may respond to the proposed discipline either verbally or in writing within ten working days from the date of the notification. The employee may have a representative present if the employee desires to respond verbally. For suspension of six days or longer, the employee may file an appeal pursuant to Section 4.4.6 in lieu of filing a response.

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• Reduction in Compensation: A reduction in pay from the employee’s current pay to a lower pay within the salary range for the employee’s classification. Written notification will be provided, including the issue and policy violation and proposed discipline, and the employee will have the opportunity to respond. The employee may respond to the proposed discipline either verbally or in writing within ten working days from the date of the notification. The employee may have a representative present if the employee desires to respond verbally. In lieu of filing a response, the employee may file an appeal pursuant to Section 4.4.6.

• Demotion: A reduction from the employee’s current classification to a classification with a lower salary range and lesser duties and responsibilities. Written notification will be provided, including the issue and policy violation and proposed discipline, and the employee will have the opportunity to respond. The employee may respond to the proposed discipline either verbally or in writing within ten working days from the date of the notification. The employee may have a representative present if the employee desires to respond verbally. In lieu of filing a response, the employee may file an appeal pursuant to Section 4.4.6.

• Dismissal: Separation from employment of an employee by written notification will be provided, including the issue and policy violation and proposed discipline, and the employee will have the opportunity to respond. The employee may respond to the proposed discipline either verbally or in writing within ten working days from the date of the notification. The employee may have a representative present if the employee desires to respond verbally. In lieu of filing a response, the employee may file an appeal pursuant to Section 4.4.6.

4.4.3 Grounds for Disciplinary Action: Causes that will be deemed sufficient for disciplinary action may include, but are not limited to:

a. Misstatements or omission of fact in completion of the employment application.

b. Furnishing knowingly false information in the course of the employee’s duties and responsibilities; dishonesty.

c. Inability to comply with the minimum standards of performance.

d. Inefficiency, carelessness, or negligence in the performance of duties.

e. Violation of any of the provisions of these Personnel Policies and Procedures.

f. Disobedience to proper authority, refusal or failure to perform assigned work, comply with a lawful order, or accept an assignment from an authorized supervisor; insubordination.

g. Conviction of a felony or misdemeanor involving moral turpitude, or a violation of a federal, state, or local law that negatively impacts the employee’s ability to perform his or her job or brings discredit to the District.

h. Unauthorized absence without leave, failure to report after leave of absence has expired or after a requested leave of absence has been disapproved, or any other unauthorized absence from work.

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i. Theft of or willful damage to District equipment, supplies, or property.

j. Discourteous, offensive, or abusive treatment of the public or other employees.

k. Being under the influence of an intoxicating beverage or non-prescription drug or prescription drug not authorized by the employee’s physician while on duty or on work property.

l. Failure to obtain and/or maintain minimum qualifications for a position, including licenses or certificates.

m. Engaging in outside employment that conflicts with an employee’s responsibilities or without proper authorization.

n. Acceptance, from any source, of a reward, gift, or other form of remuneration in addition to regular compensation to an employee for the performance of his or her official duties.

o. Political activity while on duty, during working hours, or in District uniform or representing oneself as a District employee.

p. Tampering in any way with a District recruitment or examination process or attempting to influence any applicant for employment.

q. Any other conduct deemed of sufficient gravity as determined by the General Manager.

4.4.4 Employee Review: When requested, employees will be given an opportunity to review the documents or materials upon which the proposed disciplinary action is based.

4.4.5 Immediate Action: The General Manager may place an employee on immediate suspension or administrative leave with or without pay pending an investigation in order to determine if disciplinary action is to be taken.

4.4.6 Right of Appeal: Regular employees have the right to appeal a disciplinary action except in those instances where the right of appeal is specifically prohibited by these policies and procedures, and for those designated as at-will employees. Employees may, within seven days after receiving the written disciplinary action, file a written appeal with the District’s Personnel Commission, which shall be made up of the District’s Board of Directors. Within 20 days from the filing of the appeal the Personnel Commission will hold a hearing and either affirm, modify, or revoke the disciplinary action. The appellant may appear personally, produce evidence, and have counsel and a public hearing. The findings and decision of the Personnel Commission will be transmitted to the General Manager for enforcement.

4.4.7 Discipline of an Exempt Employee: Pursuant to the Fair Labor Standards Act, with the exception of a violation of a major safety rule or standard of conduct, exempt employees will not be suspended for less than a full work week, nor be temporarily demoted, nor temporarily have their pay reduced. ______Marin County Transit District Page 28 Personnel Policies and Procedures November 2020

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4.5 Leaves of Absence

4.5.1 General Leave Provisions: Employees are expected to be at work at their scheduled times. To ensure accountability and the integrity of public service, all employees are expected to account for their absences from work. Leave time is chargeable in increments of ¼ hour.

4.5.1.a Leave Approval: Leaves are subject to approval by the supervisor or manager and scheduled in advance whenever possible and with due regard for service needs.

4.5.1.b Leave Accounting: The District may employ any reasonable measure to ensure employees are properly accounting for leaves, including requiring reasonable proof that the basis for leave is legitimate. Employees may be required to submit a medical certification of sickness supporting a request for sick leave. The District may require a fitness-for-duty certification from any employee returning from medical leave.

4.5.1.c Leave Accruals: Leave benefits accrue to regular employees based on hours in paid status. No leaves will accrue when an employee is on an unpaid leave. All leaves are accrued and paid based on an 8 hour day maximum. Regular part time employees accrue leaves on a pro-rata basis.

4.5.2 Types of Leave: The Marin County Transit District provides the following types of leave - administrative leave, bereavement leave, holidays, jury duty, leave of absence without pay, military leave (including military family leave), pregnancy disability leave and parental leave, sick leave, school leave, vacation, and voting leave. The District also provides accommodation for lactating mothers, and family and medical leave.

4.5.3 Administrative Leave: A paid administrative leave benefit is provided annually on July 1. Two days (16 hours) are provided to all employees; an additional three days (24 hours) are provided to employees designated by the Board of Directors as management employees. Administrative leave does not accrue from year to year and, if not used, is forfeited. Other administrative leave, paid or unpaid, may be granted by the General Manager, as appropriate, to address administrative issues.

4.5.4 Bereavement Leave: Bereavement leave is leave with pay up to three (3) consecutive working days that may be granted in the case of the death of an employee’s parent, spouse, domestic partner, sibling, son, daughter, grandparent, or in-law. The General Manager may grant an employee bereavement leave for a person whose relationship is essentially similar to the aforesaid relationships.

4.5.5 Holidays: Regular employees are granted the following holidays with pay, provided they are on paid status the day before and the day after the holiday:

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• New Year’s Day (January 1st)

• Martin Luther King Jr. Day (third Monday in January)

• President’s Day (third Monday in February)

• Memorial Day (last Monday in May)

• Independence Day (July 4th)

• Labor Day (first Monday in September)

• Veteran’s Day (as designated)

• Thanksgiving Day (as designated)

• Friday immediately following Thanksgiving day

• ½ day on Christmas Eve

• Christmas Day (December 25th)

4.5.5.a Weekend Holidays: If a holiday falls on a Saturday or Sunday, the Friday preceding a Saturday holiday or the Monday following a Sunday holiday will be deemed the holiday unless otherwise specified by the General Manager.

4.5.6 Jury Duty: An employee who is summoned and required to serve as a trial juror is entitled to be absent from the District as needed to provide such service. Regular employees will be paid their regular salary and will either waive or remit to the District all jury fees except those specifically allocated for mileage and expenses.

4.5.6.a Notification of Jury Summons: Any employee summoned for jury duty must immediately notify his or her supervisor.

4.5.6.b Jury Duty Schedule: Employees must notify their supervisor daily regarding jury duty hours. Where courts have call-in procedures to determine days and hours of service, employees must take advantage of these procedures. If an employee is told by the court not to report, is dismissed, or is told to call in the next day, the employee must report to work.

4.5.6.c Witness Leave: An employee subpoenaed to appear in court in a matter unrelated to his/her official capacity, or who is appearing in court in a matter initiated by the employee, shall be permitted time off without pay or use of accrued vacation or administrative leave time but will not be granted jury duty pay.

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4.5.7 Leave of Absence Without Pay: The General Manager may grant a request for unpaid leave of absence for up to three months to a regular employee upon a written request setting forth the reason for the request. The General Manager may, at his/her sole discretion, grant or deny a request and may require all applicable paid leaves be exhausted prior to commencement of an unpaid leave. Failure of an employee on leave to report to work promptly at the leave’s expiration without request and approval for an extension, in writing, shall constitute voluntary resignation by the employee.

4.5.8 Military Leave: The District grants military leave consistent with the provisions of state and federal law.

4.5.8.a Any employee who is a member of the reserve corps of the Armed Forces of the United States, the National Guard, or the Naval Militia is entitled to temporary military leave of absence while engaged in ordered military duty, providing that the period of ordered duty does not exceed 180 calendar days, including time to and from that duty.

4.5.8.b Salary and Retirement: If such employee has been employed by the District for not less than one full year, whether on temporary or active duty, he or she will receive full salary for the first 30 calendar days of such absence in any fiscal year. As required by law, leave accruals and other seniority-related benefits will continue during paid military leave and contributions as appropriate will be made under the District’s retirement plan.

4.5.8.c Health Insurance: Employees on military leave have the option to continue health, dental, and vision insurance as follows - If the leave is less than 31 days, the District will pay its share and the employee his/her share of the insurance premiums. If the leave is greater than 31 days, the employee must pay 102% of the full cost of the premiums.

4.5.8.d Reinstatement: Employees will be granted reinstatement to their former position upon the termination of temporary military duty, subject to the provisions of the law.

4.5.9 Pregnancy Disability Leave: Any female employee who is physically unable to work because of pregnancy, childbirth, or a related medical condition, is entitled to up to four months of pregnancy disability leave. The leave may be used at one time or on an as-needed basis. The employee is designated to be on Family Medical Leave upon the commencement of Pregnancy Disability Leave.

4.5.9.a Basis of Leave: Pregnancy Disability Leave is for any period(s) of actual disability caused by pregnancy, childbirth, or related medical conditions. Time needed for prenatal care, severe morning sickness, doctor-ordered bed rest, childbirth, and recovery from child birth, are all conditions covered by this leave.

4.5.9.b Notice of Need for Leave and Return from Leave: If possible, an employee must provide the District at least 30 days’ advanced notice of the date for which

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the Pregnancy Disability Leave is sought. If 30 days’ notice is not possible due to a change in circumstances or a medical emergency, notice must be given as soon as is practical. If a woman is able to return earlier than agreed, she will be reinstated within two business days of notice provided to the District.

4.5.9.c Use of Paid Leave Benefits: Pregnancy Disability Leave is unpaid. However, employees must use accrued sick leave prior to commencing unpaid leave. Employees may also use accrued vacation or administrative leave during Pregnancy Disability Leave.

4.5.9.d Reasonable Accommodation if Requested: An employee may request reasonable accommodation upon written advice from her doctor, and the accommodation will be provided if possible, including transfer to a less strenuous or hazardous position for the duration of the pregnancy.

4.5.9.e Parental Leave: After the employee’s pregnancy disability ends, she may be eligible for parental leave to care for and bond with the newborn, pursuant to the California Family Rights Act (CFRA) as outlined in the Family and Medical Leave policy at the end of this section.

4.5.101 Sick Leave: Sick leave is leave from work, with pay, which may be granted to an employee because of bona fide illness or injury to the employee, to a family member or domestic partner, or for medical appointments to the extent such appointment(s) cannot be scheduled outside the work day.

4.5.10.a Eligibility for Sick Leave: Regular employees are entitled to earn sick leave. Regular part-time employees and temporary earn sick leave on a pro-rata basis.

4.5.10.b Accrual of Sick Leave: 12 days (96 hours) accrue annually in the first two years of employment (pro-rata rate of .0462 hours per hour worked). At the beginning of the third year of employment, and every year thereafter, nine days (72 hours) accrue (pro-rata rate of .0346 hours per hour worked). Unused sick leave may accrue without limit. An employee does not receive payment of unused accumulated sick leave upon separation from employment or retirement.

4.5.10.c Employee Sick Leave Use: When an employee is unable to come to work because of bona fide injury or illness, he or she may use sick leave up to the total number of hours accumulated. The employee may be required to submit a physician’s certificate or other evidence of illness or injury and/or fitness to return to work.

4.5.10.d Sick Leave Use for Family: Employees are entitled to use up to one-half of the employee’s annual sick leave accrual to attend to the illness of a spouse,

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domestic partner, parent, or child. Additional sick leave may be authorized to be used on a case by case basis.

4.5.10.e Notification of Illness or Injury Preventing Work Attendance: When an employee is unable to report for duty due to the employee’s own illness or that of a designated family member, the employee must notify his/her supervisor as soon as possible, but no later than the beginning of the work period, to report the intended use of sick leave and the reason for the absence.

4.5.10.f Sick Leave Use for Industrial Injury: Employees are entitled to use sick leave to supplement Worker’s Compensation temporary disability payments for a bona fide occupational injury.

4.5.11 School Leave: Pursuant to California Education Code Section 48900.1, if the teacher of an employee’s child requests the parent’s presence at school for a portion of a school day, the employee must give reasonable notice of such request to his or her supervisor. In such an event, the employee will be provided time off without pay, or may use existing vacation, administrative leave, or compensatory time.

4.5.12 Vacation: All regular employees are entitled to accrue vacation leave. Regular employees employed on a part-time basis accrue vacation leave on a pro-rata basis.

4.5.12.a Vacation Leave Accrual: Upon commencement of employment with the District, employees accrue vacation at the rate of 10 days (80 hours) per year. Upon commencement of the third consecutive year of employment, employees accrue vacation at the rate of 15 days (120 hours) per year. No vacation accrues during an unpaid leave of absence.

4.5.12.b Vacation Leave Use: Use of vacation leave requires a written request as far in advance as possible, and may be authorized up to the number of days accrued, subject to the maintenance of a minimum required workforce, peak workload coverage, and public service standards.

4.5.12.c Limits in Accrual of Vacation Leave: Employees are encouraged to request and use vacation for their wellbeing and recreation. Accrued vacation balances in excess of three times the annual accrual rate will be paid to the employee in lieu of vacation on the last pay period of the fiscal year.

4.5.12.d Unused Vacation Upon Separation: An employee who separates employment with the District, and has accrued unused vacation leave, will be paid for the remaining vacation leave with the final paycheck.

4.5.13 Voting Leave: If an employee is a registered voter and does not have sufficient time outside of working hours to vote in a statewide election, the employee may, without loss of pay, take time off with pay at the beginning or end of the work day in order to vote. In no event will this time be greater than two hours. The employee must provide at least two days’ notice to his or her supervisor if he/she requires time off to vote.

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4.5.14 Lactation Accommodation: Reasonable amount of break time will be provided to an employee desiring to express breast milk for her infant child. The break time will, if possible, run concurrently with break time already provided. If not, the break time will be unpaid unless other applicable paid leaves are available to the employee. The District will provide the use of a private location close to the employee’s work area for this break, and will provide refrigeration, if possible, to store expressed milk.

4.5.15 Family and Medical Leave: Family and Medical Leave is provided pursuant to the Family and Medical Leave Act and the California Family Rights Act. It is a leave of absence taken for any of the following purposes:

• Newborn Children, Adoption, Foster Care – in order to care for and bond with a newborn son or daughter, or for placement of and bonding with an adopted or foster child of the employee;

• Covered Family Member’s Serious Health Condition – in order to care for a spouse, domestic partner, child, or parent with a serious health condition;

• Employee’s Own Serious Health Condition – because of a serious health condition that makes the employee unable to perform the functions of the employee’s position;

• Military Qualifying Exigency Leave – necessary leave that arises from the employee’s spouse, son, daughter, or parent being a covered military member on active duty or notified of an impending call or order to active duty;

• Military Caregiver Leave – leave for up to 26 workweeks in a single 12-month period to care for a spouse, child, parent, or next of kin who is a covered service member with a serious injury or illness.

Family and Medical Leave is unpaid but runs concurrently with applicable paid leaves.

4.5.15.a Eligibility for Family and Medical Leave: In order to qualify, the employee must have been employed by the District for 12 months, and have actually worked at least 1,250 hours during the 12 month period immediately before the date when the leave begins.

4.5.15.b Amount of Leave: Eligible employees are entitled to up to a total of 12 work weeks of leave during a 12 month period, calculated as a rolling 12 month period measured backward from the date leave is taken and continuous with each additional leave day taken. For eligible part-time employees, the number of working days that constitute 12 weeks is calculated on a pro-rata basis. The following exceptions apply, in addition to Military Caregiver Leave noted above:

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of the birth or placement. In addition, the minimum duration of such leave is two weeks except that an employee is entitled to leave for this purpose for at least one day but less than two weeks duration on up to two occasions. Finally, if both spouses or both domestic partners are employed by the District and eligible for leave, the aggregate number of work weeks of leave between the two is 12 weeks if leave is taken for the birth or placement for adoption or foster care.

4.5.15.b.2 Intermittent Leave for Serious Health Condition: Provided medical certification is provided that such leave is medically necessary, leave may be provided on an intermittent basis (a few days or few hours at a time) or on a reduced work schedule to care for an immediate family member with a serious health condition or for medically required treatment for oneself.

4.5.15.c Concurrent Leaves: Employee’s accrued sick leave will be used to the extent applicable to a Family and Medical Leave. Unless otherwise authorized by the General Manager, other accrued leave must be used prior to the employee going on unpaid status. Therefore, all accrued paid leaves available to the employee will run concurrently with Family and Medical Leave. If an employee takes a leave of absence for any reason that is FMLA/CFRA qualifying, that leave is designated by the District as FMLA/CFRA leave.

4.5.15.d Benefits While on Leave: While on Family and Medical Leave, whether on paid or unpaid status, employees will continue to be covered by health, dental, and vision insurance to the same extent that coverage is provided while the employee is on paid status.

4.5.15.e Definitions:

• Child means a child under the age of 18 years of age, or older if incapable of self-care because of a mental or physical disability. The child must be one for whom the employee has actual day-to-day responsibility for care and includes a biological, adopted, foster or step-child, or a child of a person standing as legal guardian.

• Parent means the biological parent of an employee or an individual who stood in loco parentis to the employee when the employee was a child.

• Spouse means a partner to whom the employee is legally married.

• Domestic Partner is defined under California Family Code section 297.

• Serious Health Condition means an illness, injury, impairment, or physical or mental condition that involves any of the following: a. Inpatient care in the hospital, hospice, or residential medical care facility,

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b. Continuing treatment by a health care provider for reasons of: 1. a period of incapacity (inability to work or perform other regular daily activities due to serious health condition) for more than 3 consecutive days, 2. a period of incapacity due to pregnancy or for prenatal care, 3. treatment regimen for incapacity due to a serious health condition, 4. permanent or long term incapacity due to a condition for which treatment may not be active but that is under the continuing supervision of a health care provider, or 5. a period of absence to receive multiple treatments, including a period of recovery incapacity.

• Health Care Provider is as defined in the FMLA and includes a licensed doctor of medicine or osteopathy who directly treats or supervises treatment of a serious health condition; podiatrist, dentist, clinical psychologist, optometrist, or chiropractor; nurse practitioner, nurse midwife and clinical social worker; and Christian Science practitioner.

4.5.15.f Application for Family and Medical Leave: Employees are required to give as much notice as possible of their need for leave. If leave is foreseeable, at least 30 days’ notice is required. If the leave is for the serious health condition of the employee, the employee must provide medical certification including a statement that the employee is unable to work at all or is unable to perform the essential functions of the job. If intermittent leave is requested, the medical certification must state that such intermittent leave is medically necessary. If the leave is for a qualified family member, written certification must be provided from the health care provider of the individual requiring care.

4.6 Personnel Records and Files

4.6.1 Official Personnel File: The District will maintain an official personnel file for each of its employees. A personnel file will contain material that is necessary and relevant for the administration of human resources and the employee-employer relationship. The employee will have received or provided all information contained in the personnel file. Personnel files are the property of the District and access to the information they contain is restricted. Employee medical information will not be contained in the official personnel file.

4.6.2 Confidential Personnel File: The District will maintain a confidential personnel file for each of its employees separate from the official personnel file in which any individually identifiable information regarding an employee’s medical history, mental or physical condition, or treatment will be stored. This includes information obtained from pre-employment medical examinations, fitness for duty evaluations, workers compensation claims, verification of disability status, and drug and alcohol testing reports. Access to the information contained is restricted. Managers may only be informed regarding necessary restrictions on the work or duties of the employee and necessary accommodations. The District will release medical information only with the employee’s written authorization. ______Marin County Transit District Page 36 Personnel Policies and Procedures November 2020

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4.6.3 Inspection of Personnel Files: Personnel files will be made available for inspection by employees within a reasonable time after an employee’s request. Inspection will be conducted in the presence of a management employee or District designated human resources representative. Upon request, employees may obtain copies of the materials subject to inspection. The District may preclude inspection of certain information in accordance with law, such as background and other pre-employment information, and materials relating to confidential investigations.

4.6.4 Employee Data: Employees must ensure that the District is apprised of their current address and personal phone numbers and that all legally required documentation is kept up to date and on file in their personnel file and employee records. Changes in marital status, birth, or death or any changes that affect benefits must also be communicated to the District within 30 days of the qualifying event.

4.6.5 Requests for References and Release of Information in Personnel Files: All requests for verification of employment or for reference checks concerning any current or former employee will be granted only with the employee’s written consent to release the information. No such consent is needed for release of the following limited information, however: job title, dates of employment, and salary upon departure or current salary range. Response to reference checks will be made only by the General Manager or his/her specific designee.

4.6.6 Supervisor’s Working Folder: In order to provide the highest quality feedback and to remember occurrences and situations relevant to job performance, supervisors are encouraged to maintain notes about employee performance throughout the year. This information, exclusively for the use of the supervisor in the performance of his or her responsibilities, is not available to be viewed by employees. The information will be maintained in a secure and confidential manner.

4.7 Grievance Procedure

4.7.1 Definition and Purpose: A grievance is a dispute involving the interpretation, application, or alleged violation of a specific express term of these policies. The grievance procedure provides a systematic way in which an employee may obtain consideration of a grievance and ensures that every reasonable effort can be made to resolve problems as soon as possible.

4.7.2 Exclusions: The following are excluded from the definition of a grievance: requests for changes in wages, hours, and working conditions; the content of performance reviews; reclassifications, layoffs, transfers, and denials of reinstatement; the selection and examination process; disciplinary actions or terminations.

4.7.3 Informal Grievance: Within five working days of the occurrence of the act causing the basis for the grievance, an employee will bring his or her grievance to the attention of the immediate supervisor for resolution. Presentation of an informal grievance is a prerequisite for proceeding further in this process.

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4.7.4 Formal Grievance: If the employee believes the informal grievance has not been resolved, within 14 calendar days of the meeting he or she may initiate a formal grievance. The formal grievance must be submitted in writing to the General Manager. Failure to file within this time period shall constitute a waiver of the right to proceed. The formal grievance must contain the following information:

• Name and classification of the grievant.

• A clear statement of the nature of the grievance, including the date and location of the occurrence of the action giving rise to the grievance.

• The specific policy alleged to have been violated.

• The date upon which the informal discussion with the supervisor took place.

• The remedy requested.

• The date the formal grievance is being submitted.

• The signature of the grievant.

• The name of a representative if the grievant wishes to have a representative in the formal grievance process.

4.7.5 Response to Formal Grievance: Within three calendar weeks after a formal grievance is filed, the General Manager or his or her designee will investigate the grievance and provide a decision. If longer time is required, the General Manager will so inform the grievant within the three calendar weeks. At the General Manager’s discretion an informal hearing or meeting involving one or both parties to the dispute may be conducted. The decision of the General Manager is binding.

4.7.6 No Amendments: There will be no amendments of a grievance from one step to the next without the approval in writing of both parties.

4.7.7 No Retaliation: Employees will not be penalized or retaliated against in any way for using the grievance procedure or for testifying as a witness in a grievance proceeding.

4.8 Reasonable Accommodation

4.8.1 General: The District is committed to the fair and equal employment of people with disabilities. The District will reasonably accommodate qualified individuals with disabilities unless the accommodation would impose an undue hardship on the District. In general, it is the responsibility of the person with a disability to notify the District that a reasonable accommodation is needed. The District will also provide reasonable accommodation to

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employees who are victims of domestic violence, sexual assault, or stalking to ensure their safety at work. The District will engage in a timely, good faith, interactive process with qualified employees requesting accommodation in order to determine appropriate and reasonable accommodation if possible.

4.8.2 Process for Requesting Reasonable Accommodation for a Disability

4.8.2.a An employee who believes he or she is a qualified individual with a disability and requires accommodation will submit a written request for reasonable accommodation to the District’s human resources representative. The request must include the following information:

• Why he or she believes the protections of this policy apply, including whether it is a protected disability, there is a record of having a protected disability, or he/she is regarded as having a disability;

• Whether the accommodation is needed to perform the essential functions of the job or is needed so the individual can experience the same benefits and privileges as all other similarly situated employees;

• What accommodation is requested, if known; and

• The anticipated cost of the accommodation, if known.

The employee should be prepared to provide documentation of the disability.

4.8.2.b Once the possible need for reasonable accommodation arises, either by the employee’s request or by the District’s knowledge of the employee’s disability, the General Manager or his/her designee will in a timely manner:

• Review the purpose and essential functions of the employee’s job; and

• Meet with the employee to ascertain

a. the precise job-related limitations imposed by the disability and how those limitations would be overcome with a reasonable accommodation; and

b. identify the possible reasonable accommodations and assess the effectiveness of each in enabling the employee to perform the essential functions of the job; and

c. understand the preferences of the employee and the reasons therefore.

Documentation of the disability and medical confirmation of the limitations may be required before a final decision can be made.

4.8.2.c Unless undue hardship is created for the District, the General Manager or his/her designee will select and implement the reasonable accommodation most appropriate ______Marin County Transit District Page 39 Personnel Policies and Procedures November 2020

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for the District and in consideration of the employee’s preferences and reasons therefore. Undue hardship may include undue cost, unavailable resources, substantial operational disruption, or the need to fundamentally alter the nature of the business.

4.8.2.d The employee will be notified in writing of the District’s decision, and the duration of the accommodation, if made. If further discussion is desired, the employee may request a follow up meeting with the General Manager or designee.

4.8.3 Process for Requesting Reasonable Accommodation for the Safety of a Victim of Domestic Violence, Sexual Assault, and/or Stalking

4.8.3.a Once the District becomes aware of an employee’s status as a victim of domestic violence, sexual assault, or stalking, and the employee requests a reasonable accommodation to ensure his or her safety at work, the General Manager or his or her designee will

• Meet with the employee to identify the nature of the threat to the employee and explore possible reasonable accommodations that might include, but are not limited to, installing a lock, changing the employee’s work telephone and/or work station, or modifying the employee’s work schedule; and

• Select and implement the reasonable accommodation most appropriate without undue hardship for the District to ensure the safety of the employee at work.

4.8.3.b The employee will be notified in writing of the District’s decision, and the duration of the accommodation, if made. If further discussion is desired, the employee may request a follow up meeting with the General Manager or designee.

4.8.4 Process for Requesting Reasonable Accommodation in the Hiring Process

4.8.4.a A job applicant who requires accommodation in order to participate in the hiring process should submit an accommodation request with the employment application.

4.8.4.b The District’s human resources representative will contact the applicant to discuss the needed accommodation and possible alternatives.

4.8.4.c If accommodation is reasonable and is approved, the human resources representative will take the necessary steps to see that the accommodation is provided.

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MARIN TRANSIT

Employment Compensation Framework

Policy #: HR-3 Subject: Finance Effective Date: 08/19/2013 Revision Date (1):12/3/2018 Revision Date: (2): 7/1/2019* Revision Date: (3): 11/2/2020** *salary ranges only-CPI adjustment **vesting schedule only

Item 4d 72 Updated November 2, 2020

Table of Contents

1 Summary of Marin Transit Staff Benefits ...... 3 2 Summary of Management Benefits ...... 4 3 Job Classification Characteristics ...... 5 4 Advancement Process ...... 6 5 Salary Ranges by Job Classification ...... 7

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Item 4d 73 Updated November 2, 2020

1 Summary of Marin Transit Staff Benefits HEALTH & WELLNESS BENEFITS Medical Insurance : Employer pays up to 95% of employee+1 premium for base HMO plan towards Employee and Employee +1 premiums; up to 95% of employee+2 premium for base HMO plan for Employee +2; or with proof of coverage, a cash payment equal to the employee only premium for the base HMO plan. Dental Insurance : Employer paid Vision Insurance : Employer paid Short-Term Disability Insurance : 1% premium (state) Employer paid Long-Term Disability Insurance : Employer Paid Basic Transit Commute Benefit : Free Marin Local Transit plus free transit to work up to the federal taxable limit Dependent Care Assistance Plan : Available, employee funded, enrollment starting Jan. 1 of each year Health Flexible Spending Account : Available, employee funded, enrollment starting Jan. 1 of each year Employee Assistance Program : Employer paid

Vacation : 10 days (80 hours) vacation balances in excess of two times the annual accrual will be cashed out on June 30th. Upon commencement of third consecutive year of employment, employee accrues 15 vacation days annually. Sick Leave : 12 days (96 hours) annually in Year 1 and 2 of employment, 9 days annually thereafter, unlimited accrual Holidays : 10 fixed days (8 hours each) annually (New Year's Day, Martin Luther King Jr. Day, President's Day, Memorial Day, 4th of July, Labor Day, Veteran's Day, Thanksgiving Day & Friday after Thanksgiving, Christmas Day); 1/2 day for Christmas Eve Jury Duty : If needed and employee meets criteria Bereavement Leave : If needed, up to 3 days (24 hours) per occurrence which meets criteria Administrative Leave : 2 days (16 hours) annually on July 1, does not accrue.

POST-EMPLOYMENT BENEFITS Defined Contribution Retirement : 401(a) Employer paid 10% 0-2 years; 13% >2 years; 15% >4 years; vesting after 1 year Social Security : Employee/Employer Paid (currently 6.2%/6.2%) Life Insurance : 1x Salary employer paid, supplemental coverage available Deferred Compensation : 457 Plan available

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Item 4d 74 Updated November 2, 2020 2 Summary of Management Benefits HEALTH & WELLNESS BENEFITS Medical Insurance : Employer pays up to 95% of employee+1 premium for base HMO plan towards Employee and Employee +1 premiums; up to 95% of employee+2 premium for base HMO plan for Employee +2; or with proof of coverage, a cash payment equal to the employee only premium for the base HMO plan. Dental Insurance : Employer paid Vision Insurance : Employer paid Short-Term Disability Insurance : 1% premium (state) Employer paid Long-Term Disability Insurance : Employer Paid Basic Transit Commute Benefit : Free Marin Local Transit plus free transit to work up to the federal taxable limit Dependent Care Assistance Plan : Available, employee funded Health Flexible Spending Account : Available, employee funded Employee Assistance Program : Employer paid PAID LEAVE BENEFITS Vacation : 10 days (80 hours) vacation balances in excess of two times the annual accrual will be cashed out on June 30th. Upon commencement of third consecutive year of employment, employee accrues 15 vacation days annually. Sick Leave : 12 days (96 hours) annually in Year 1 and 2 of employment, 9 days annually thereafter, unlimited accrual Holidays : 10 fixed days (8 hours each) annually (New Year's Day, Martin Luther King Jr. Day, President's Day, Memorial Day, 4th of July, Labor Day, Veteran's Day, Thanksgiving Day & Friday after Thanksgiving, Christmas Day), 1/2 day for Christmas Eve Jury Duty : If needed and employee meets criteria Bereavement Leave : If needed, up to 3 days (24 hours) per occurrence which meets criteria Management Administrative Leave : 5 additional days (40 hours) annually on July 1, does not accrue.

POST-EMPLOYMENT BENEFITS Defined Contribution Retirement : 401(a) Employer paid 10% 0-2 years; 13% >2 years; 15% >4 years; vesting after 1 year Social Security : Employee/Employer Paid (currently 6.2%/6.2%) Life Insurance : 1x Salary employer paid, supplemental coverage available Deferred Compensation : 457 Plan available

4

Item 4d 75 Updated November 2, 2020 3 Job Classification Characteristics The following table includes jobs classifications and characteristics. Characteristics and abilities in each classification may be further targeted for specific departments and functions such as Administration, Finance, Operations, Planning and Capital.

Class General Class Characteristics Admin An Admin level position is an entry level position that does not require a college degree and may require little or no experience. An employee in this class would have the following characteristics and abilities: • Performs routine tasks and functions • Performs new task with direct supervision and training • Shows initiative to identify job related problems and solutions Analyst An Analyst level employee typically has a college degree or equivalent level relevant experience. An employee in this class typically has 1-5 years of experience and the following characteristics abilities: • Perform job specific duties • Research and solve problems with direct supervision • Maintain project budgets, tasks, and timelines • Exercise sound judgement • Maintain clear written and verbal communication • Recognize roadblocks Senior Senior level employees typically have a college degree and 5 to 15 years of experience. Senior level employees have all characteristics listed at the Analyst level along with the following abilities: • Develop and maintain project budgets, tasks, and timelines • Research and solve problems with general supervision • Present solutions for roadblocks • Use independent judgement • Take ownership of projects and programs • Demonstrate advanced skills in job specific tasks • Formally or informally provides direction and leadership for coworkers or other contractors • With minimal direction, represent agency to outside stakeholders Manager A Manager level employee typically has significant experience and has demonstrated sustained leadership and job-related expertise. Manager level employees have all characteristics listed at the Senior level along with the following abilities: • Develop projects and programs • Give clear direction and guidance to other staff and contractors • Expertise in job related topics (Professional certification, professional committee leadership etc.) • Act as a resource to Marin Transit staff • Conceptualize new project the improve or sustain the District • Track and manage multiple project budgets, tasks, and timelines Director A Director level position reports directly to the General Manager and is typically responsible for significant division or unit of the District. A Director has all the characteristics listed at the manager level along with: • Provides leadership at the District level • Identifies employees’ strengths and identifies development paths

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Item 4d 76 Updated November 2, 2020 4 Advancement Process

Moving from Analyst to the Senior Level

Staff must demonstrate a sustained ability to operate at a senior level (see class characteristics). Managers will work with Analyst employees that have the relevant experience and qualifications to develop a path to Senior. This plan should include specifics steps including technical and soft skills that employee will need to take/demonstrate to be consider for a promotion to the Senior level. The plan should be reviewed by the General Manager. Performance will be monitored by the manager at the annual review unless an interim review cycle is warranted. Completion of all items listed in the plan is not guarantee of promotion, employee must also demonstrate the independence and leadership needed for a senior level position. All Analysts are eligible for a promotion to the senior level, however there is no guarantee of promotion or a specific timeline for promotion (there is no cap on the number of Senior level employees), and promotions are at the General Manager’s discretion.

Moving from Senior to the Manager Level

There are a limited number of Manager level positions at Marin Transit. In addition to demonstrating the ability to perform at the Manager level, there needs to be an Agency need for a new manager or an open manager level position. In most cases, a formal recruitment will be made for a Manager level position and internal candidates may apply or be asked to interview as part of this process.

Moving from Manager to the Director Level

There are a limited number of Director level positions at Marin Transit. In addition to demonstrating the ability to perform at the Director level, there needs to be an Agency need for an open Director-level position. In most cases, a formal recruitment will be made for a Director-level position and internal candidates can be consider as part of this process.

6

Item 4d 77 Updated November 2, 2020 5 Salary Ranges by Job Classification

Classification Salary Range2 (number of current FY2020 Monthly 1 positions) Low High

Director/Deputy (3.5) $10,925 $14,749

Manager (1) $9,430 $12,731

Senior (4) $7,760 $10,477

Analyst (6) $6,282 $8,482

Administrative (1) $4,889 $6,600

Part Time Minimum wage $29.65/hour

(Muir Woods greeters, interns, outreach)

1) Staffing levels and classifications are approved by the Board annually through the budget process. The number of staff in each classification may change but will be consistent with the current year budget and will not exceed the total number of positions authorized to the General Manager. 2) Top salary ranges may not increase annually by more than the consumer price index (CPI, Feb 2019 3.5%). Individual salary increases subject to outcome of annual performance.

7

Item 4d 78

November 2, 2020

711 grand ave, #110 san rafael, ca 94901 Honorable Board of Directors Marin County Transit District ph: 415.226.0855 3501 Civic Center Drive fax: 415.226.0856 San Rafael, CA 94903 marintransit.org SUBJECT: Marin Transit Records Retention Schedule Update

Dear Board Members:

RECOMMENDATION: Approve updated Marin Transit Records Retention Schedule.

BACKGROUND: dennis rodoni In July 2005, County Counsel determined that the Transit District president should have its own adopted retention schedule separate from the supervisor district 4 County. Staff developed a retention schedule reflecting this recommendation, and your Board adopted Resolution 2006-04 kate colin establishing the Marin County Transit District Records Retention vice president Schedule on December 12, 2006. city of san rafael SUMMARY: judy arnold Staff has updated the retention schedule to provide more up-to-date 2nd vice president record retention guidance for the programs the District operates and supervisor district 5 manages, in accordance with the guidelines published by the office of California’s Secretary of State. damon connolly The schedule update clarifies the record retention requirements for director administrative, financial, operations, and capital programs. Staff supervisor district 1 utilized a high-level approach to simplify the Retention Schedule. This approach grouped together records within a specified business eric lucan process category that have varying legal retention requirements director based on the lengthiest retention requirement for any given record city of novato within that group. For example, the District retains most confidential personnel records for six years following termination while a select few records may be destroyed after two or three years. For the katie rice director update, staff recommends that all personnel records are retained for supervisor district 2 six years post termination. This approach condenses the size of the Retention Schedule and is less cumbersome for staff to administer. kathrin sears Staff is developing internal procedures for specific programs to director provide a process for retention and disposition of program records. supervisor district 3 These internal procedures will adhere to the higher-level requirements in the attached retention schedule update. Any record not listed in the updated Marin Transit retention schedule defaults to the County-wide retention schedule.

Item 4e 79

The Records Retention Schedule is flexible. Over time, laws and/or business practices may change and impact the retention requirements for those records. Staff recommends that the District make minor changes to the Records Retention Schedule at the request of the department records manager with approval from Legal Counsel and the General Manager.

Legal Counsel has reviewed and approved Marin Transit’s Updated Records Retention Schedule as to form, and the update is provided as Attachment A.

FISCAL IMPACT: None associated with this report.

Respectfully submitted,

Holly Lundgren Senior Human Resources Analyst

Attachment A: Updated Marin Transit Records Retention Schedule

2

Item 4e 80

Explanations and Definitions This Retention Schedule serves as the starting point for establishing the guidelines that define the length of time for which Marin Transit should retain records and information. Records refer to information — regardless of its format or media — that documents the actions and transactions of Marin Transit, as well as information that is needed to comply fully with legal, financial, reporting, and regulatory requirements, and to maximize business efficiencies. Column Heading Explanations Record No. - a unique identifying number for the category of information (to be added after all categories have been determined) Business Process - the high-level grouping of business processes within Marin Transit (this is not the departments or functions of Marin Transit, but rather high-level general business functions) Record Category Name - the actual category or grouping of "like" information upon which retention will be applied Record Category Description - a description of the category or grouping of "like" information for clarification purposes Example Records - records and information names that fall within the category or grouping; many actual departmental retention schedule record series are mapped to one of these high-level categories Retention - how long information in this category must be retained, including any triggering events (described at the top of the schedule, with additional codes below) Legal Citations - the legal or regulatory requirements or statutes that lead to the calculation of retention (not all information has a legal requirement to be kept; other considerations are mentioned above) Comments - any special handling or other requirements for information of this category Other Records Retention Event Codes and Acronyms CCP - Code of Civil Procedure CCR - California Code of Regulations CFR - Code of Federal Regulations ERISA - Employee Retirement Income Security Act GOV - Government HSC - Health and Safety Code LAB - Labor Code MAINT - Maintain records UIC - Unemployment Insurance Code USC - US Code

Attachment A Item 4e 81

Definitions Obtained from the California Secretary of State Guidelines, last updated February 2006. Active Records - As a measure of activity for records that are referred to at least once a month per cubic foot of records. Also - as a retention period for a Perpetual Record that remains "active" until some event occurs to change its status, at which time it has fulfilled its function. (See also Perpetual Record) Administrative Records - Records commonly found in all offices and typically retained only for short time periods - less than five years. Examples include subject, chronological, budget, and policy files. Archival Records - Records with enduring value because they reflect significant historical events, document the history and development of an agency, or provide valuable research data. Discovery - The pretrial disclosure of pertinent facts or documents by one or both parties to a civil action or processing. Anything requested during discovery must be disclosed if it exists - even non-records and records that should have been destroyed earlier. Discovery effectively freezes selected holdings until release by opposing attorney or the court. Local Government - Government Code, Section 6252 states: "'Local Agency' includes a county; city, whether general law or charter; city and county; school district; municipal corporation; district; political subdivision; or any board, commission or agency thereof; other local public agency; or nonprofit entities that are legislative bodies of a local agency pursuant to subdivisions (c) and (d) of Government Code, Section 54952." Non-Records - Material not usually included within the definition of records, such as unofficial copies of documents kept only for convenience or reference, working papers, appointment logs, stocks of publications and processed documents, and library or museum material intended solely for reference or exhibition. Also, documents such as rough notes, calculations or drafts assembled or created and used in the preparation or analysis of other documents. (See also Discovery) Permanent Records - Records that are required in perpetuity, usually identified by statute or other written guidance. Examples include original birth certificates, death certificates, Spanish land grants, etc. Perpetual Records - Records retained for an indefinite period of time and then stored or destroyed after some event takes place. Examples include office personnel files which are kept until a person leaves the office, policy files kept until the policy is changed, contract files kept until the contract terminates, etc. Program Records - Records that relate to the primary function of the agency in response to its daily mission. Examples include lien files, recorders files, election files, probate records, medical records, etc. Public Records - Any information relating to the conduct of the public's business prepared, owned, used, or retained by any state or local agency regardless of physical form or characteristics. Records - All papers, maps, exhibits, magnetic or paper tapes, photographic films and prints, punched cards, and other documents produced, received, owned or used by an agency, regardless of physical form or characteristics. Records Retention Schedule - A list of all records produced or maintained by an agency and the actions taken with regards to those records. A retention schedule is an agency's legal authority to receive, create, retain, and dispose of official public records. It assists the agency by documenting which records require office or temporary storage, which records have historic or research value, and which records should be destroyed because they no longer have any administrative, fiscal, or legal value. In the event of litigation, courts accept a retention schedule as establishing an agency's "normal course of doing business". Retention Period - The length of time a record must be retained to fulfill its administrative, fiscal and/or legal function. Then, a record should be disposed of as soon as possible in accordance with an approved Records Retention Schedule.

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Administrative Audits Records and information related to preparation and follow up on auditing Expense reports AU*+7Y CA - GOV 12236 - SOS Guidelines (7Y) * Closure of audit activities, including operational, compliance, or financial information created as a Budgets Procurement records Audit reports Exception: If grant specifies a longer retention period, retain part of an audit. per the grant's requirements.

Administrative Authorizations - Executive Director Authorizations for staff members to act on behalf of the Executive Director in the Authorization Forms (from various Government entities, etc. ) AC+3Y* CA - GOV 34090 - (2Y) *Audit complete after 3Y Executive Director’s absence. Authorizations for staff members to sign for grants, Related Communication CA - GOV 12236 - SOS Guidelines (4/7Y or Certifications and Assurances, etc. until audited, whichever is first)

Administrative Chronological and Non-Specific Correspondence Correspondence, memos, notes, emails that do not require acknowledgment or Casual Correspondence Chronological Files AC+2Y* CA - GOV 34090 - (2Y) *Correspondence, including emails, related to specific projects follow-up, pertain to non-essential subjects, or are not subject to another category. Internal memos (announcements, new programs, notices) Form CA - GOV 12236 - SOS Guidelines (2Y) or a policy-making decision should be retained per the project Letters or related subject's retention time frame. Notes of Appreciation General emails

Administrative Department Administration General internal administrative records of Marin Transit administrative Computing Equipment (inventories, manuals, software, licenses, AC+2Y CA - 8 CCR 3203 - (CY+1Y) CA - GOV Per CA GOV 12236 SOS Guidelines, inventories, departments, including: warranties, service records ) 34090 - (2Y) software/hardare documentation, plans and goals remain - Documentation of department activities Department Administrative Documents (calendars, project active until revised/superseded/rescinded. - Information captured on a log or a list goals/objectives, staff/dept. meeting agendas and minutes, etc.) Logs

Attachment A Item 4e 82

Administrative Policies and Procedures All documentation of Marin Transit or department policy and procedures. Correspondence Directives Guidelines Handbooks Policies AC+3Y* CA - GOV 34090 - (2Y) Per CA GOV 12236 SOS Guidelines, all organizational Procedure Manuals Procedures US - 29 CFR 1602.14 - (FR+1Y) US - 29 policies and procedures remain active until revised. Records Retention Schedule Rules / Regulations Standards CFR 1627.3 - (TE+1Y) *Retain 3Y for audit. Legislative Principles/Programs

Administrative Project and Subject Files Records documenting activities related to specific projects or subjects (unrelated Consultants AC+3Y CA - GOV 34090 - (2Y) Exception: If grant specifies a longer retention period, retain to construction, facilities/ infrastructure). Data Processing Subject Files (Correspondence, Reference CA - GOV 12236 - SOS Guidelines (3Y) per the grant's requirements. If pertaining to facilities/ Publications, Reports) infrastructure, please follow the retention requirements for Extracted Data Summaries Forms Construction, Engineering and Infrastructure Project Files Project Files Project/Program Plan Project Reporting Project (Operations business process). Studies Subject Files Templates & Letterhead Working Files

007 Administrative Records, Information Management Documentation of the compliance with Records and Information Management Certificates of Destruction Document Hold Notices, Updates Lists of AC+4Y CA - GOV 34090 - (2Y) policy and procedures. Stored / Destroyed Records Master Records Inventory CA - GOV 12236 - SOS Guidelines (4Y) Records Transfers (to storage, to other depts .)

008 Administrative Reference Materials Documents and materials retained for ongoing personal reference or ongoing Census Data S Considered non-record research material research purposes not covered in a more specific process related series. Data Processing Subject Files (Correspondence, Reference Publications, Reports ) Environmental Regulatory Data Extracted Data Summaries Records Inventory 009 Communications Historical Documents, Events, Memorabilia, Records and information documenting the history and significant milestones of Brochures PR CA - GOV 34090 - (2Y) Retain permanently for historical reference. Collections, Artifacts, Schedules, Brochures, Marin Transit; and publications providing information on routes, schedules and Bus Schedules Tickets/Passes services provided by Marin Transit. Executive, Marin Transit Official Communications, Speeches, Videos Historical Events, Artifacts, Architecture Mission Statement Artwork, Pictures, Video Collections (logos, identity/branding) Organization Charts Significant News Clippings, Releases (regarding agency milestones) Transit Services Maps Transit Tickets and Passes

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Communications Community Outreach, Media and Public Relations External-facing communications, advertising and press relations materials, Bus Advertising AC*+3Y CA - GOV 34090 - (2Y) Exception 1: Postings for procurements and civil rights including documentation of outreach activities/events held in cooperation with Marketing (media, mailers, media packets, mailers, CA - GOV 12236 - SOS Guidelines (3Y) should be retained for the duration specified for the related or for the benefit of the customer service community. promotional items) federal procurement. Articles Exception 2: If records pertain to agency milestones or Media (Press Releases, Media Packets) Events (co mmunity historic events, keep permanently per the Historical outreach, special ) Mailers Documents/ Events/ Memorabilia/ Collections/ Artifacts Media Packets Newsletters Promotional Items Rider Relief retention. Seat Drops Subsidy Programs

Communications Customer Service Documentation regarding customers and passengers, including participation Customer Correspondence AC+3Y CA - GOV 34090 - (2Y) Regardless of how received (e.g., phone, email, etc.) in Marin Transit programs, and customer complaints or issues and the Dial-A-Ride (DAR Eligibility List, No Show Letters, Reduced CA - GOV 12236 - SOS Guidelines (3Y) Exception: If pertaining to grant funds, and grant specifies actions taken to address and resolve them. Fare Applications, etc.) a longer retention period, retain per the grant's Issues Log requirements. Passenger Information Compliance Non-Financial Reporting Official non-financial reports and studies issued by Marin Transit to meet and Actuarial Studies 6Y CA - 8 CCR 14300.33 - (5Y) CA - GOV Retention is 6 yrs, because most records in this grouping comply with regulatory requirements*. OSHA 300, 300a, 301 Reports / Logs 34090 - (2Y) must be retained for 5 yrs following the calendar year in Risk Management Reports ( Federal OSHA, loss analysis, CA - LAB 6401.7 - (MAINT) which they pertain. safety ) Workers Compensation Reports ( monthly, annua l) US - 29 CFR 1602.14 - (FR+1Y) US - 29 *Exception: If pertaining to Transit Operator Compliance CFR 1904.4 - (MAINT) US - 29 CFR Records, and Transit Program Reports, retain as specified 1904.33 - (CY+5Y) under the respective record category's retention period.

Compliance Legal Compliance Forms and filings mandated by state and federal laws, including those related Form 700 Filings AC*+7Y CA - GOV 34090 - (2Y) *Remains active until individual leaves Marin Transit. to economic interests of Officials designated in Marin Transit’ Conflict of Conflict of Interest Code (Revisions, Correspondence) Fair CA - GOV 81009(e), (f) - (4Y, 7Y) Interest Code. Political Practices Commission (FPPC) Statements of Economic Interest

Compliance Public Information Records requested by the public, required for provision to the public, and Public Records Requests CL+2Y CA - GOV 34090 - (2Y) related inquiries. CA - GOV 12236 - SOS Guidelines (2Y)

Attachment A Item 4e 83

015 Finance Accounting Records and information related to management of Marin Transit accounts, 1099 *FY+7Y CA - GOV 60201 - (AU) *Retain FY+7Y or until audited, whichever comes first. including payables, receivables, grants, expenses, books and ledgers. Accounts Payable Accounts Receivable Bank Reconciliations CA - GOV 12236 - SOS Guidelines (7Y, Exception: If pertaining to grant funds, and grant specifies Cash or until audited, whichever is first) a longer retention period, retain per the grant's Chart of Accounts Expenses General Ledger Journal Entries US - 26 CFR 1.162-17 - (MAINT) US - 26 requirements. Liabilities (Accounts Payable, Payroll Accruals) Revenue (Fare, CFR 31.6001 (4Y) Federal, State, etc.) W-9

016 Finance Banking Administration Records and information related to the administration of banking activities. Banking Resolutions Signature Authority AC+2Y CA - GOV 34090 - (2Y)

017 Finance Budgets Records and information relating to creating and implementing organizational Capital Budget Operating Budget Budget Adjustments Budget *FY+7Y CA - GOV 34090 (2Y) *Retain FY+7Y or until audited, whichever comes first. budgets. Outlook Presentations Supporting Documents CA - GOV 12236 - SOS Guidelines (7Y, or until audited, whichever is first)

018 Finance Final Reports Final versions of Marin Transit financial reports, whether required by Audit Report NTD PR CA - GOV 34090 (2Y) Retain permanently for historical reference. regulations or generated to track financial transactions and achievements. State Controller Report (Finance, Compensation) CA - GOV 12236 - SOS Guidelines (7Y, Triennial Reviews (Reports, Findings, Correspondence, or until audited, whichever is first) Financial Management, Capacity, Maintenance, ADA, Title VI, Procurement, DBE, Legal, Project Planning/Program, Public Comment, Safety, Security, Drug Free Workplace, Drug and Alcohol, EEO, etc.)

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Finance Fixed Assets Records and information related to the ownership, purchase, sale, lease or Asset Records Depreciation Disposal LI*+2Y CA - CCP 337.15 - (10Y) CA - GOV * Life of Asset improvement of land, buildings, infrastructure, equipment and other capital 34090 - (2Y) US - 26 CFR 31.6001 (4Y) Exception: If pertaining to grant funds, and grant specifies and fixed assets owned or used by Marin Transit. a longer retention period, retain per the grant's requirements.

Finance Grants and Funding Documents the application, award, administration, monitoring, reporting, and Applications Approval Letter Authorizations *AC+2Y CA - GOV 34090 - (2Y) *Active until end of grant year or until audited, whichever is status of grants and other funding sources for Marin Transit programs and Awards and Notifications Correspondence Federal Grant CA - GOV 12236 - SOS Guidelines (AC+ greater. operations. Grant Agreement Grant Funding Local Grant Reports 2Y) If grant specifies a longer retention period, retain per the State Grant Tracking Reports grant's requirements.

Finance Payroll Records and information related to the accounting of Marin Transit payroll. This Bi-monthly Processing Quarterly Payroll Taxes W-2 FY+5Y CA - 2 CCR 570.5 - (5Y) also includes records and information reflecting all remuneration paid to each CA - 2 CCR 571(b)(1)(E) - (5Y) CA - 22 employee, including: CCR 1085-2 (c) - (4Y) CA - GOV 12946 - - Name, address, SSN (TE+2Y) CA - GOV 60201 - (2Y) - Total amount and date of payments CA - LAB 226a (3Y) - Period of service covered for each CA - LAB 1174(d) - (3Y) CA - LAB 1197.5 - Withholding - (3Y) US - 29 CFR 516.5 - (3Y) US - 29 - Tax collected CFR 516.6 - (2Y) US - 29 CFR 1620.32 - (2Y) US - 29 CFR 1627.3 - (3Y) Human Resources Benefit Plans Plans established to provide employee benefits, including changes to those Correspondence Dental LI*+6Y US - 29 CFR 1627.3 - (TE+1) US - 29 * LI = Life of Plan or System; plan/system is considered plans and associated administrative documents. Life Insurance Medical Reporting Vision CFR 4007.10 - (6Y) US - 29 CFR 4041.5 - alive while any employee, retiree, or other eligible Workers Compensation FSA (LI*+6Y) US - 29 USC 1027 - (6Y) participant is receiving benefits. PARS STD/ LTD US - 29 USC 1059 - (TE+1Y) US - 29 USC 1113 - (6Y) US - 29 USC 1451 - (6Y) US - 29 Code Chapter 18 ERISA (LI*+6Y)

Human Resources Confidential Records Confidential records and information related to Human Resources activities Classification Studies & Job Descriptions Compensation S CA - GOV 60201 not covered by other record categories. Studies & and Salary Schedules CA - GOV 12236 - SOS Guidelines (Active until revised/superseded)

Attachment A Item 4e 84

Human Resources Employee Medical Records - Confidential Documents related to paid employees (whether full or part-time), including Employee Injury / Accident Reports Exposure Monitoring TE+30Y US - 29 CFR 1910.1020 - (TE+30Y) CA - Exception: The medical records of employees who have but not limited to: FMLA/CFRA PDL 8 CCR 3204 - (TE+30Y) worked for less than (1) year for Marin Transit need not be - medical records, including exposure and drug screens (includes records Other Medical Leaves of Absence Hazardous Exposure CA - 8 CCR 14300.33 - (5Y) US - 29 USC retained beyond the term of employment if they are subject to HIPAA requirements) Incident Reports (Occupational Illness or Injury) Medical 1027 - (6Y) US - 29 CFR 825.500 - (3Y) provided to the employee upon termination of employment. - workers compensation Waivers and Changes Pre-employment Physical Workers Compensation (claims, claim logs, incident/accident reports) Health and Welfare Benefit Plan Documents (kept in personnel file if no medical information is included)

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Human Resources Employee Records - Confidential Documents related to paid employees (whether full or part-time), including but not Awards COBRA TE+6Y CA - GOV 12946 - (2Y) Where a charge of discrimination has been filed, or an action limited to: Correspondence CA - 8 CCR 3203 - (CY+1Y) CA - 8 CCR brought by the Commission or the Attorney General, against - hiring documents (application, resume, job description) Death Claims, Life Event Documents, Disciplinary Actions 11040(7) - (3Y) an employer under title VII, the ADA, or GINA, the respondent - promotion Employment Authorizations, Terminations, Confirmations, Status US - 29 CFR 1602.14 - (FR+1Y) CA - GOV employer shall preserve all personnel records relevant to the - demotion Changes, Coverage Changes 53235.2b - (5Y) charge or action until final disposition of the charge or the - transfer Exit Form US - 29 CFR 4007.10 - (6Y) US - 29 USC action. - layoff / recall / out-placement Incident Reports (non-injury or illness related incidents) Job 1027 - (6Y) - retirement plan reporting and disclosure records (plan summaries, participant Descriptions US - 29 CFR 1602.31 - (TE+2Y) US - 29 benefit statements, etc.) Leaves of Absence CFR 1627.3 - (3Y, TE+1Y) US - 29 CFR - termination / discharge / resignation Personnel Files (Personnel Action Form, Master log records, 1904.33 - (CY+5Y) - training (harassment/discrimination, ethics, fire extinguisher, first aid/CPR, safety, Onboarding documentation, Compensation, etc.) Title VI non-discrimination) PARS Plan Summaries Participant Benefit Statements Policy - pay rates / other terms of compensation Acknowledgements Recruitment (Applications, Applicant Tracking, Background Checks, Interview Notes, Job Postings, Board & Executive Candidates) Timesheets Training certificates

Human Resources Employee Benefits Records - Confidential Benefits Determination Records Beneficiary Designations LI*+6Y US - 29 Code Chapter 18 ERISA (LI*+6Y) *For the life of the plan/document, or until the participant's Benefits (elections, enrollment, terminations, additions, changes) complete withdrawal from the plan, plus an additional 6 years. Custodial agreements Essentially, records are active until no longer relevant to a Eligibility/ vesting/ breaks in service records determination of benefit entitlements. Health and Welfare Benefit Plan Documents (retain in EE medical record file instead, if medical information is included) PARS/ Retirement Trust documents

Human Resources Work Authorizations - Confidential Employment eligibility verification forms collected for active employees and I-9 Documents TE+3Y* US - 20 CFR 655 Subpart H - (TE+1Y) US - *Form I-9 and ID copies must be retained for the entire time an supporting documentation regarding immigration status. 8 CFR 274a.2 - (3Y, or TE+1Y) employee works for the agency, and 3 years after date of hire or 1 year after employment ended, whichever is later. (USCIS Forms and Information guidelines)

Information Technology Application, System Development and Maintenance Technical documentation related to development of Marin Transit technology Backups (Security, System) Business, Functional Requirements LI*+2Y CA - GOV 34090 - (2Y) *LI = Life of Application, System processes, applications, or systems, as well as conversions, changes or End User Documentation, User Manuals modifications to existing applications or systems. Hardware (licenses, purchases, maintenance, upgrades) Hardware Configurations Network Circuits Inventories Network/Equipment Control Support Documentation (Service Histories, Site Visit Reports, Trouble Reports) Program Listings Software (licenses, purchases, maintenance, upgrades ) Source Code Support Documentation (Logical & Physical Architectural Diagrams, Specifications, Systems Support Materials) System Documentation (Codebooks, Record Layouts, Reference Guides, Specifications) System Test Files System, Application Maintenance Documentation (Hardware/Operating System Requirements, Monitoring Logs, Operating Manuals) AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No.

Attachment A Item 4e 85

Legal Claims, Litigation, Arbitration and Resolution Records and information created or collected to support Marin Transit' position in Accident/ Incident Files - claim filed (accident/incident reports, FR*+10Y CA - 2 CCR 11013 - (FR+2Y) * Until claim, litigation or complaint has been satisfactorily actual or potential litigation or to otherwise evaluate actual or potential litigation courtesy, related photographs/ video footage, supporting CA - 8 CCR 10102 - (5Y; AC+1Y) CA - 8 resolved and closed/settled, the file remains open. relating to the organization, including claims, constituent complaints, grievances, documentation ) CCR 10103.1 - (5Y) Exception: If paid with grant funds, and grant specifies a longer worker compensation. Litigation includes third party litigation, government ADA Case Files Amicus Briefs CA - 22 CCR 1085-2 - (4Y) CA - CCP 315 - retention period, retain per the grant's requirements. investigations, mediations, arbitrations, and other judicial or quasi-judicial Case Correspondence Claims (10Y) proceedings, whether handled by the General Counsel or outside counsel on Complaints Contract Disputes Court Orders Demand Letters CA - CCP 337.15 - (10Y) CA - GOV 945.6 - behalf of Marin Transit. Discovery (2Y) CA - GOV 60201 - (2Y) CA - LAB 5410 - EEO Charges, Cases Evidence (5Y) CA - UIC 1132 - (3Y) Exhibits Injury Reports Judgments US - 26 CFR 31.6001 (4Y) US - 26 USC Meet and Confer 6531 - (6Y) US - 29 USC 255 - (2Y) Pleadings (Affidavits, Depositions, Exhibits, Court Filings) Related US - 29 USC 626 (d) - (300D) Correspondence US - 42 USC 2000e-5 (e) - (180D) US - 42 Releases USC 2000e-5 (f) - (180D) Settlement Agreements Stipulations Subpoenas Unemployment Compensation Claims Unemployment Compensation Data, Weekly Earnings Data Worker Compensation Benefits (Claims, Orders, Reports, Rewards)

Legal Joint Powers Records of agreements between Marin Transit and JPA member agencies. Joint Powers Agreements (JPA) Bylaws PR CA - CCP 336a - (6Y) CA - GOV 34090 - (2Y) Legal Legal Advice and Opinions Memoranda containing legal advice prepared by General Counsel or other Memos S+10Y attorneys for Marin Transit. Opinions - Covered by Attorney/Client Privilege Opinions - Public

Legal Purchasing and Agreements, Awarded - General Records and information created or retained in the requisitioning, purchasing, Addendums Agreements Amendments Attachments / Exhibits Bids, AC+5Y CA - CCP 337 - (4Y) CA - CCP 337.2 - (4Y) Exception: If paid with grant funds, and grant specifies a longer contracting or acquisition of goods and services other than for real property, Awards Certificates of Insurance Change Orders Contracts CA - CCP 343 - (4Y) CA - GOV 34090 - (2Y) retention period, retain per the grant's requirements. infrastructure or facilities, between Marin Transit and other parties. Includes: Correspondence - Executed agreements and contracts Delivery/Receipt Records Disclosures - Terms and conditions and associated ancillary documents Exhibits - Consultant agreements Invitation for Bids (IFBs) Leases - Professional services Letters of Intent License Agreements, Licenses Memoranda of Agreement (MOAs) Memoranda of Understanding (MOUs) Price Lists Proof of Insurance Certificates Purchase Orders Quotes/Quotations Requests for Proposals (RFP) Requests for Qualifications Requests for Quotes (RFQ) Reports Scorecards Specifications Staff Reports Statements of Work (SOW) Surety Bonds (bid bonds, payment bonds, performance bonds, ancillary bonds ) Warranties

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No.

Attachment A Item 4e 86

Legal Purchasing and Agreements, Awarded - Real Records and information created or retained in the requisitioning, purchasing, or Addendums Agreements Amendments Attachments / Exhibits Bids, PR CA - GOV 34090 - (2Y) CA - CCP 315 - Property and Facilities contracting for the acquisition, development, improvement or maintenance of real Awards Certificates of Insurance Change Orders Contracts (10Y) property, facilities, or other infrastructure assets, between Marin Transit and other Correspondence CA - CCP 337.1 - (AC+4Y) CA - CCP 337.15 parties. Includes: Delivery/Receipt Records Disclosures - (AC+10Y) - Executed agreements Exhibits - Terms and conditions and associated ancillary documents Invitations for Bid (IFBs) Leases - Title Insurance agreements Letters of Intent Maintenance Bonds Memoranda of Agreement (MOAs) Memoranda of Understanding (MOUs) Performance Bonds Proof of Insurance Certificates Purchase Orders Requests for Proposals (RFP) Requests for Qualifications Requests for Quotes (RFQ) Reports Scorecards Specifications Staff Reports Statements of Work (SOW) Surety Bonds (bid bonds, payment bonds, performance bonds, ancillary bonds ) Warranties

Legal Purchasing and Agreements, Cancelled Records and information created or retained in the requisitioning of goods, Exhibits AC+2Y CA - GOV 34090 - (2Y) services, or real property between Marin Transit and other parties, but where the Invitation for Bid (IFB) Price Lists Quotations Requisitions purchase order or contract was cancelled or unsuccessful. Requests for Proposals (RFP) Requests for Qualifications Requests for Quotes (RFQ) Scorecards Specifications Staff Reports

Legislative Real Estate Records Records and information related to the ownership, purchase, sale, lease or Acquisitions Amortization Attachments Buildings PR CA - CCP 337.15 - (10Y) CA - GOV 34090 - improvement of real property, infrastructure and facilities owned by or used by Capital Asset Records Capital Improvements (CIP) Deeds (INDEF) Marin Transit. Deeds of Trust Depreciation Schedules Easements Encroachments US - 2 CFR 200.33 - (AC+3Y) Right of Way Land Mortgages US - FTA Master Agreement - (AC+3Y) Possessory Interest Rights of Way Schedule of Infrastructure and Buildings Title Title Insurance Valuation Information

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Legislative Marin Transit Board Administrative Records Documentation associated with administration, planning, and communication of the Action Logs (distributed to staff ) / Follow-Up Agenda Planner AC+2Y CA - GOV 34090 - (2Y) activities of the Marin Transit Board of Directors. Existing / Proposed Legislation (County, State, Federal ) Public Comment (speaker slips, public correspondence distributed to Board or Committees, public sign-in sheets ) Public Records Requests Working Papers Correspondence (Board of Directors, PAC, TAC)

Legislative Marin Transit Board Official Meetings and Decisions Official records of the Marin Transit Board of Directors that document meetings, Agendas Agenda Packets PR CA - CCP 336 - (5Y) CA - CCP 336a - (6Y) decisions and policies. Attachments / Exhibits Bylaws CA - CCP 337 - (4Y) Minutes CA - CCP 337.5 - (LA10Y) CA - GOV 34090 - Minute Books & Index Oaths of Office Resolutions (PR) CA - GOV 60201 - (PR) Supplemental Meeting Handouts/ PowerPoint Presentations CA - GOV 60201 - (AC+5Y)

Attachment A Item 4e 87

Legislative Marin Transit Standing Committees and Ad Hoc Documentation associated with administration, planning and communication of the Action logs (distributed to staff) / Follow-Up Agendas AC+5Y CA - GOV 34090 - (2Y) Retain 5Y for reference in SRTP planning, as well as audits. Committee(s) Administrative Records and Meetings activities of any Marin Transit Standing Committees, and various Ad Hoc Agenda Packets Attachments/ Exhibits Informal Meeting Notes - May Contain Some Confidential Records Committees; as well as, official records of meetings. Minutes Supplemental Meeting Handouts/ PowerPoint Presentations

Legislative Meetings - Audio Recordings Audio recordings of Marin Transit official meetings. Recordings - Board of Directors, PAC, and TAC (audio ) AC+2Y CA - GOV 34090 - (2Y) CA - GOV 34090.7 - (90D) CA - GOV 54953.5(b) - (30D)

Operations Public Notices Records documenting compliance with laws requiring public notice of Marin Proof of Posting (Agendas, Notice of Adjournment) 4Y CA - CCP 343 - (4Y) CA - GOV 34090 - (2Y) Transit activities. Affidavits of Publication/Legal Notices (Solicitation Advertisement, Service Changes, Fare Structure Changes) Public Hearing Notices

Operations Building and Property Maintenance Includes routine, preventive, and reactive maintenance activities for Marin Transit Checklists LI*+2Y CA - GOV 34090 - (2Y) * LI = Life of Equipment, Asset + 2Y, if no claim filed. facilities and non-vehicle equipment. Preventive Maintenance Log Repair Orders Replacement Schedules Work Orders

Operations Building and Property Management Records and information regarding the structure of Marin Transit physical buildings As-Built Blueprints LI*+10Y CA - CCP 337.1 - (4Y) CA - CCP 337.15 - * LI = Life of Building, Asset and facilities. Certificates (compliance, occupancy) Construction Records (10Y) CA - HSC 19850 - (LI) Easements Electrical Wiring Schematics Facility Key and Fob Log Facility Key Request Forms Floor Plans Property Inventory Storm Drains/Sewers

Operations Business Continuity All documentation of Marin Transit activities for dealing with disasters and/or Business Continuity Plans Disaster Preparedness Disaster FR*+4Y CA - CCP 337.1 - (4Y) CA - GOV 34090 - *Final Resolution of emergency response processes which system failures. Recovery Plan Drill Records (2Y) CA - LC 6401.7 - (MAINT) require specific records be retained, including but not limited to Emergency Contact Lists, Employee Lists, Roster of Workers US - 29 CFR 1910.38 - (MAINT) requests for funding and reimbursement after a disaster. Emergency Evacuation Procedures Emergency Operations Center Emergency Preparedness Emergency Response Emergency Services Hazardous Materials Response Planning Telephone Trees

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Operations Construction, Engineering and Infrastructure Project Records and information related to the administration, analysis, design, Assessments Bids Blueprints Billings LI*+10Y CA - CCP 337.1 - (4Y) CA - CCP 337.15 - * LI = Life of Building, Asset Files development, planning, construction and maintenance, capital improvement (CIP) Capital Improvement Projects (CIP) (drawings, maps, plans ) (10Y) CA - GOV 34090 - (2Y) CA - HSC and engineering projects for Marin Transit facilities and infrastructure. Certifications (daily reports ) 19850 - (LI) Contract Schedules Contractor Documentation (Payroll, Pay Estimates, Prevailing Wages, Itemized Pay Sheets, Labor Compensation, Statement of Working Days) Construction Daily Reports Correspondence Encroachment/Right of Way (ROW) Permits, Certificates Environmental Impact Reports / Statements / Assessments Estimates / Budgets Field Inspections Final Improvement Plans Grading (cut sheets, permits, erosion control plans ) Insurance Certificates Land Surveys (project built ) Materials Testing Reports Notices of Completion Notices to Proceed Public Notices Request for Final Inspection RFIs & Responses Specifications Submittals

Operations Transit Operator Compliance Records Reports, logs and other information provided by transit operator to document Monthly Reports LI* or 5Y, CA - GOV 34090 - (2Y) *Life of transit operator contract compliance with Marin Transit requirements and used in compiling reports Key Performance Indicators whichever is greater prepared for funding entities.

Operations Field Services Records and information regarding the ongoing maintenance and upkeep of Marin Correspondence Incident Reports Maintenance Sign Maintenance 4Y CA - CCP 337 - (4Y) CA - GOV 34090 - (2Y) Transit bus stops and other facilities for which Marin Transit has responsibility. Work Reports

Attachment A Item 4e 88

Operations Fleet Management Records related to the purchase and management of vehicles / buses owned or Accident Logs Incident Logs LI*+4Y CA - GOV 34090 - (2Y) * LI = Life of Vehicle used and maintained by Marin Transit. Acquisitions (purchases ) Buses If purchased with grant funds, and grant specifies a longer Energy Logs Fuel Logs Mileage Reports Manuals retention period, retain per the grant's requirements. Motor Vehicle Records and Reports Preventive Maintenance Reports Registrations, Operating Permits Maintenance / Repair (orders, requests, labor costs, preventive ) Service Calls Smog Inspections Vehicle Certificates of Insurance Vehicle Health Reports Vehicle Inspections Vehicle License Plate Records Vehicle Maintenance History Vehicle Ownership / Title Warranties

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Operations Hazardous Waste, Monitoring and Remediation Planning, monitoring and contingency/emergency action plans for hazardous Chemical Use Reports Form Electronic Waste (E-Waste) AC+5Y CA - CalOSHA waste, emergency and spill response, exposure emergencies, notifications and HazMat Emergency Response Programs Employee Hazardous CA - CCP 338 - (3Y) CA - CCP 338.1 - (5Y) response; environmental action plans and supporting documentation; hazardous Chemical Exposure Hazardous Material Incident Reports CA - 22 CCR 66262.40 - (3Y) CA - 22 CCR communications plans, including labeling, MSDS controls, training programs and Hazardous Substances Shipping Manifests Hazardous Waste 66263.22 - (3Y) US - 49 CFR 172.201 - (3Y) procedures. Hazardous Waste Manifests Herbicide Application Permits Material Safety Data Sheets (MSDS) Proposition 65 Monitoring Site Mitigation Toxic Substance Inventory

Operations Project Files - Not Acquired Records and information associated with projects that did not move forward. Environmental Reports 5Y CA - GOV 34090 - (2Y) Land Surveys (project not built ) Preliminary Studies Project Assessments Title Reports

Operations Scheduled and Periodic Facility Inspections Records of inspections of Marin Transit facilities, equipment, and working AVAQMD AU*+7Y CA - 8 CCR 3203(b)(1) - (1Y) CA - GOV * Closure of FTA audit conditions to ensure compliance with regulatory requirements and to identify Backflow Prevention Devices CalOSHA 34090 - (2Y) Exception: If pertaining to facilities acquired with grant funds, unsafe conditions and work practices. Elevator Inspections Field Safety Audits Fire Extinguishers and grant specifies a longer retention period, retain per the Fire Marshal Inspections Lift Certifications grant's requirements. OSHA Inspections

Operations Security and Access Controls - Marin Transit Records of actions taken to ensure the security of Marin Transit facilities, including Daily Security/ Activity Logs Security Camera (CCTV) Footage 1Y* CA - GOV 34090.8 - (1Y) CA - GOV 53162 - *Exception: Video related to incidents, accidents and/or claims Facilities video recordings made from cameras installed on Marin Transit premises. Security Plans (1Y) should be pulled and retained CL+1Y (claim or incident Video Recordings closed/completed). Visitor Security / Access Logs

Operations Surveillance Videos - Onboard Buses See Marin Transit Policy #AD-04 Video and Audio Retention Policy & Procedures

Operations System Safety and Security Records associated with mandated safety and security plans. Field Services Safety Audits Hazard Mitigation Plan Safety Meetings AC+7Y CA - GOV 34090 - (2Y) Safety and Security Officer Certification Safety and Security Plan Mutual Assistance Agreements

Operations Transit Program Reports Documentation associated with preparation, delivery and publication of transit Accidents, Safety and Security Reports Passenger Survey Reports AC+7Y CA - GOV 34090 - (2Y) program reports, whether daily, weekly, monthly, quarterly, semi-annual, annual, Hours Report Mileage Report biennial or nonrecurring. NTD (National Transit Database) Reports Ridership Report Survey Trip Sheets

Risk Management Transportation Planning Documents regarding fares, riders, ridership, routes, monitoring of existing Fare Policy 10Y CA - GOV 34090 - (2Y) services and service development, including reports that compile information from Mobility Management Routes and Schedules Route Statistics multiple sources. Service Changes (Routes, Outreach) Sign Policy Strategic Transit Planning Studies Surveys Title VI Reporting TDA Article 8 Plans

AC = Active AU = Audit AY = Award Year CL = Closed/Completion FR = Final Resolution FY = Fiscal Year LA = Last Activity LI = Life (of contract, program, asset) PR = Permanent S = Superseded TE = Termination

Attachment A Item 4e 89

Record Business Process Record Category Name Record Category Description Example Records Retention Legal Citations Comments No. Risk Management Incidents - Other Records of accidents and incidents that do not involve injuries to employees or Accident Files - no claim filed (accident reports, courtesy cards, AC*+7Y CA - CCP 337 - (4Y) CA - CCP 337.2 - (4Y) * Closed and no claim filed contractors. NOTE: If a claim is filed, see Claims, Litigation, Arbitration and photographs, supporting documentation ) CA - CCP 343 - (4Y) CA - GOV 34090 - (2Y) Resolution, above. Arson / Graffiti Incident Reports, Videos Property Damage Theft Vandalism

Risk Management Insurance Coverage Records detailing Marin Transit's general coverage against property damage and Binders / Information / Correspondence Certificates of Insurance S+6Y CA - 22 CCR 3267-2 - (MAINT) CA - CCP liability, including renewal submission information, insurance quotes, & broker Completed Applications 337 - (4Y) correspondence. Insurance Policies (disability, flood, liability, property ) Insurance CA - CCP 337.2 - (4Y) CA - CCP 343 - (4Y) Quotes CA - GOV 34090 - (2Y)

Attachment A Item 4e 90

November 2, 2020 711 grand ave, #110 san rafael, ca 94901 Honorable Board of Directors ph: 415.226.0855 Marin County Transit District fax: 415.226.0856 3501 Civic Center Drive marintransit.org San Rafael, CA 94903

SUBJECT: Marin Transit FY 2019/20 Year End Financial Report

Dear Board Members:

RECOMMENDATION: Accept report.

SUMMARY: dennis rodoni The attached report presents Marin County Transit District’s (Marin president Transit) Year End Financial Report for Fiscal Year 2019/20. The supervisor district 4 report provides numbers on a full accrual basis, consistent with Generally Accepted Accounting Principles (GAAP). These numbers kate colin may be subject to adjustments based on the Fiscal Year 2019/20 vice president audited statements that will be completed in December 2020. city of san rafael Fiscal Year 2019/20 (July 1, 2019 -June 30, 2020) was marked by judy arnold an unprecedented disruption in transit service operations and 2nd vice president ridership demand due to the COVID-19 pandemic. After growth in supervisor district 5 ridership in the first half of the fiscal year, the March 16, 2020 Shelter in Place order created unprecedent declines in transit ridership. Following this order, the District suspended all damon connolly supplemental school and yellow bus service and on April 7, 2020 director cancelled service to Muir Woods with the closure of the National supervisor district 1 Monument. Paratransit demand dropped to a record low. Fixed route services also saw unprecedented drops in ridership, but eric lucan continued to operate with increased cleaning and safety protocols to director provide service to essential workers and lifeline access. Marin city of novato Transit saw immediate drops in fare revenues and identified the potential for slower more significant longer-term impacts to state and local sales tax based revenues. katie rice director supervisor district 2 Marin Transit entered this period of extraordinary disruption and uncertainty in a strong financial position. Recent years of strong economic growth enabled the District to fully fund the District’s kathrin sears emergency and contingency reserves and the recent passage of the director Measure AA transportation sales tax extension provides longer term supervisor district 3 baseline funding for the District. Staff presents regular financial updates to the Board of Directors to inform and consider options to ensure continued stability. Federal Coronavirus Aid, Relief, and Economic Security (CARES) Act funding and District reserves ensure Marin Transit can continue to provide baseline transit access in Marin County in the near term. These resources will prevent the

Item 5 91

need to make more significant service changes until there is more economic and social stability. The District is working to carefully plan and evaluate options to ensure long term financial stability.

Highlights from the year-end report include:

. Between July 1, 2019 and June 30, 2020 (Fiscal Year 2019/20), Marin Transit’s total expenditures for Operations and Capital Programs were $46.9 million;

The COVID-19 pandemic, Marin County Shelter in Place order started March 16, 2020.The Shelter in Place order resulted in an unprecedented decline in fixed route ridership and requests for demand response services. In contrast, operations expenses decreased only slightly. Most Marin Transit services continued to provide transportation to essential workers, and payments to contractors helped retain drivers and other hourly workers;

. Operations expenses were two percent higher than the previous year, and expenses were eight percent below budget. Operations revenues were three percent higher than the prior year and four percent below budget;

. Supplemental school service, yellow bus service, and Muir Woods Shuttle service were all suspended following the Shelter in Place order;

. Local paratransit demand decreased 80 percent after the Shelter in Place order;

. Fare revenue was 20 percent less than the prior year due to the drop in ridership. There were rescissions to the District’s state operations funding, and projections for sales tax based funding indicated significant declines in the District’s primary revenue sources;

. Marin Transit received $10.189 million in CARES Act funding to offset revenue losses. The District expended $2.05 million of CARES Act in FY2019/20 for service operations;

. The District purchased a bus parking facility at 600 Rush Landing with Federal Grant funds to reduce contracting risks, help ensure financial sustainability for the District, and enable the District to invest in electric vehicle charging infrastructure;

. The District purchased twelve vehicles to maintain the District’s vehicle fleet in a state of good repair; and

. The District ended the year with a fully funded emergency reserve and contingency reserve equivalent to six months of operating expenses. In addition, the District contributed $4.2 million to the Capital Reserve.

FISCAL/STAFFING IMPACT: None associated with this report.

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Item 5 92

Respectfully submitted,

Lauren Gradia Director of Finance and Capital Programs

Attachment A Marin Transit Year End Financial Report Attachment B Marin Transit FY20 Year End Capital Report

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Item 5 93 Attachment A

Marin County Transit District Year End FY 2019/20 Financial Report Summary Fiscal Year 2019/20 (July 1, 2019 - June 30, 2020) was marked by an unprecedented disruption in transit service operations and ridership demand due to the COVID-19 pandemic. Impacts to the District were initiated by the countywide Shelter in Place order issued on March 16, 2020. Following this order, the District suspended all supplemental school and yellow bus service. The District cancelled service to Muir Woods on April 7, 2020 due to the closure of the National Monument. Paratransit demand dropped to an unprecedented low. Despite an unprecedented decline in ridership, fixed route services continued to provide service to essential workers and lifeline access with additional cleaning and safety protocols. Marin Transit experienced immediate drops in fare revenues and slower, potentially more significant long-term impacts to the District’s state and local sales tax based revenues.

Marin Transit received timely and significant federal funding for transit operations. On March 27, 2020, Congress passed the Coronavirus Aid, Relief, and Economic Security (CARES) Act. The CARES Act included $25 billion for the Federal Transit Administration (FTA) to allocate to transit operators through the urbanized area (Section 5307) and rural area (Section 5311) formula funding programs. With no required local match, the funding provides a 100 percent federal share to support capital, operating, and other expenses eligible under those programs to prevent, prepare for, and respond to COVID-19. Eligible expenses include maintaining transit services and paying for administrative leave for transit personnel due to reduced operations during an emergency. In FY2019/20, Marin Transit expended $2.0 million of the District’s $10.189 million allocation.

CARES Act funding enabled Marin Transit to continue to pay contractors full fixed fee payments and for all planned service hours for the paratransit and supplemental school contractors through June 30, 2020. These payments allowed for the payment of administrative leave and wages for drivers and other hourly employees. The District executed contract amendments with operations contractors to provide for additional cleaning and supplies needed for continued operations during the pandemic. Though ridership declined significantly, Marin Transit quickly began to have rider pass-ups on core routes due to vehicle capacity limits to provide social distancing. To minimize pass ups, Marin Transit deployed supplemental service hours as back-up service on core routes. There were some fuel savings, primarily for paratransit. However, much of the cost savings were offset by increased operations expenses. Marin Transit’s annual operations costs were 92% of the budgeted amount.

Marin Transit entered this period of unprecedented disruption and uncertainty in a strong financial position. Recent years of strong economic growth enabled the District to make decisions to fully fund the District’s emergency and contingency reserves, and the 2018 passage of the Measure AA transportation sales tax extension provides long term baseline funding for the District. Staff provides regular financial updates to the Board of Directors to consider options that will ensure continued stability. CARES funding and District reserves ensure Marin Transit can continue to provide the needed baseline local transit services in Marin

Item 5 94 Attachment A Marin Transit FY 2019/20 Financial Report

County. These resources will prevent the need for more significant service decisions until there is more economic and social stability. Staff is working to better understand the extent of sales tax impacts and the timeframe for restoring past ridership levels on Marin Transit. Based on that knowledge, the District will be able to carefully plan for and evaluate options to ensure long term financial stability.

The District purchased a bus parking facility in FY2019/20 in part to help reduce costs in future operations contracts. For the current fiscal year, the facility’s rental income funded all associated operations costs.

Table 1: Summary FY2019/20 FY 2019/20 FY 2018/19 FY 2019/20 Percent Total Original Revised Actual Actual Budget Used Budget Budget

Operations 34,660,941 37,159,021 37,159,020 35,725,681 96% Capital 3,587,683 18,583,692 19,648,843 15,853,562 81% Facility 0 0 164,277 124,706 76% Total Revenue 38,248,624 55,742,713 56,972,140 51,703,949 91%

Operations 30,563,140 33,567,353 33,592,353 31,037,461 92% Capital 3,587,683 21,583,691 22,648,841 15,858,925 70% Facility 0 0 30,505 28,885 95% Total Expenditures 34,150,823 55,151,044 56,271,699 46,925,271 83%

Net Change in Fund Balance $4,097,801 $591,669 $700,441 $4,778,678

Emergency Reserve 5,411,838 5,594,559 5,594,559 5,594,559 Contingency Reserve 10,823,676 11,189,118 11,189,118 11,189,118 Capital Reserve 10,998,637 11,042,142 11,150,913 15,222,142 Fund Balance (total reserve) $27,234,151 $27,825,819 $27,934,590 $32,005,819

District Reserve Balance Marin Transit’s Board-adopted policy designates an Emergency Reserve equivalent to two months of operating expenses and a Contingency Reserve equivalent to an additional two to four months. If the reserve balance exceeds six months of operating expenditures, the policy allows for funding to be placed in a capital reserve. This reserve provides resources for high priority capital projects or grant matching funds. If total reserves exceed six months of operating expenditures over a prolonged period, the policy advises the Board to consider a range of options that include expanding transit service or decreasing fares to provide the optimal level of transit service and benefits to Marin County residents.

Consistent with the FY2019/20 budget, the District placed amounts that exceed budgeted levels for the emergency and contingency reserve in the capital reserve. In FY2019/20, the District added $4.2 million to towards this purpose for a total capital reserve of $15.2 million (Table 1).

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Item 5 95 Attachment A Marin Transit FY 2019/20 Financial Report

Operations For the purposes of this report, the Operations Budget includes all revenues and expenses not directly related to purchasing or maintaining capital infrastructure. Table 3 shows actual FY 2019/20 operations revenues and expenses for the year as they compare to the adopted Budget. All Budget adjustments are shown in Attachment 1. Operations revenues were three percent higher and expenses were two percent higher than the prior year.

The Operations expenditures (Table 3) enabled Marin Transit to deliver the transit services detailed in Table 2. Due to the COVID-19 pandemic, not all planned services were operated. In late March 2020 Marin Transit suspended Muir Woods Shuttle service, Ross Valley yellow bus service, and all supplemental school services. In May, staff re-deployed the fixed route hours from the suspended services to provide additional service in key corridors. This additional service minimized pass-ups due to capacity limits set under public health orders. Operated service hours on paratransit services were significantly lower than budgeted due to a 77% reduction in demand for services. In accordance with the CARES Act funding, Marin Transit executed contract amendments with MV Transportation and Whistlestop to continue to pay for planned service hours through June 30, 2020. This purpose was to ensure drivers that might have otherwise been furloughed continued to receive wages during this unprecedent crisis. All contract operators were paid for additional cleaning and equipment needed to improve safety for contractor employees and passengers.

Marin Transit operated 2% fewer fixed route revenue service hours than the prior year and 20% fewer demand response service hours.

Table 2: Fiscal Year 2019/20 Transit Services

FY2019/20 FY 2018/19 FY 2019/20 Actual % of Service Budgeted Revenue Hours Revenue Hours Budget Revenue Hours Regular Local and Trunk Line 108,262 116,000 107,113 92% Community Shuttles 42,402 43,600 42,606 98% Local Supplemental School1 6,673 6,850 5,766 84% Muir Woods Shuttle 6,542 6,500 4,477 69% West Marin Stagecoach Service 16,158 16,400 15,920 97% Fixed Route Subtotal 180,037 189,350 175,882 93% Novato Dial-A-Ride 2,497 2,400 2,114 88% Rural Dial A Ride 371 435 376 86% Transit Connect 6,804 8,500 5,952 70% Local Paratransit Service 60,218 63,800 44,764 70% Demand Response Subtotal 69,890 75,135 53,206 71% Regional Paratransit Service 7,430 8,500 5,953 70% Yellow School Bus Service 6 buses 6 buses 6 buses partial year 77% FY 2018/19 FY 2019/20 FY 2019/20 Actual % of Service Actual Trips Estimated Trips Trips Estimate Catch A Ride 14,368 15,400 12,142 79% Volunteer Driver 14,126 15,700 11,142 71%

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Item 5 96 Attachment A Marin Transit FY 2019/20 Financial Report

Table 3: Operations FY 2019/20 Actuals (Admin, Local, Rural & Marin Access)

FY2019/20 Percent FY 2018/19 FY 2019/20 Budget- Budget Actual Actual Revised Used Revenue Fare Revenue 4,024,376 4,160,781 3,233,295 78% Advertising & Other Revenue 390,093 408,000 395,462 97% Reimbursements (GGBHTD) 1,934,611 2,097,563 1,897,214 90% Interest 198,694 150,700 353,735 235% Measure A 13,460,000 6,899,497 1,699,572 25% Measure A Interest 85,000 0 85,000 - Measure AA 7,508,004 11,212,364 149% Measure B 991,414 1,245,000 956,701 77% Property Taxes 4,557,957 4,629,004 4,755,734 103% Development Fees 48,787 39,950 54,204 136% State Transit Assistance (STA) 1,841,702 2,375,692 2,047,902 86% Transit Development Act (TDA) 5,109,399 5,836,446 5,225,171 90% Other State 354,858 18,800 18,958 101% FTA Funds 1,417,148 1,338,413 3,475,476 260% National Park Service 323,523 452,570 370,399 82% Transfers to Capital Budget (76,621) (1,400) (55,505) - Total Revenue 34,660,941 37,159,020 35,725,682 96% Expenses Salaries and Benefits 2,326,048 2,675,000 2,470,182 92% Professional Service 394,855 727,217 293,581 40% Security and Maintenance 260,405 303,854 261,864 86% Customer Service 596,949 651,950 637,447 98% Indirect County Overhead 0 2,652 0 0% Mobility Management Programs 7,344 29,800 9,812 33% Grants to External Agencies 0 405,485 435,485 107% Supplies 155,764 258,808 359,293 139% General Insurance 36,166 40,000 47,662 119% Contract Service Operation 24,244,754 25,631,104 24,172,094 94% Membership & Prof Development 23,223 63,654 22,955 36% Mileage and Travel 12,644 24,401 16,015 66% Marketing 116,675 246,808 126,142 51% Communication 90,394 227,623 158,029 69% Fuel 2,521,500 2,663,294 2,111,976 79% Vehicle and Parking Leases 26,378 24,730 19,019 77% Office - Rental and Overhead 126,723 141,110 137,817 98% Partner Agency Pass Through 85,000 0 85,000 - Transfers to Capital Budget (461,682) (525,136) (326,912) 62% Total Expenses 30,563,140 33,592,353 31,037,461 92%

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Item 5 97 Attachment A Marin Transit FY 2019/20 Financial Report

Revenues Marin Transit operations revenues were $35.7 million in FY 2019/20. This represents an increase of $1.0 million (3%) over the prior year (Table 3). The District continued to have a diverse set of revenue sources to fund transit operations (Figure 1), but also had a significant increase in federal funds from the CARES Act. CARES Act funding was allocated to transit operators to ensure financial sustainability and enable Marin Transit to ensure public transit drivers and other hourly contract workers continued to received wages even if services were suspended due to the pandemic. Measure A/AA Local Sales Tax continues the largest single source of funding, and the District claimed $13.5 million in Measure A/AA revenues for operations. Due to both the unprecedent and ongoing nature of this crisis and the inherent lag in sales tax data, staff does not yet know the impact of the COVID-19 pandemic on sales tax revenues. The Transportation Authority of Marin (TAM) was able to provide the full allocation of Measure AA funding in FY2019/20 due to conservative projections and using reserve funds. The District claims Measure A/AA funds on a reimbursement basis based on the District’s expenditures.

Figure 1: Operations Revenue Sources for FY 2019/20

Revenue variances of more than $100,000 are shown in Table 4. Fare revenue declined 20% due to the pandemic’s effect on ridership. Marin Transit did not operate the Muir Woods Shuttle and pro-rated refunds for purchased yellow bus passes.

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Item 5 98 Attachment A Marin Transit FY 2019/20 Financial Report

Interest payments on the District reserves increased primarily due to increase investment returns. Property tax revenues also increased, reflecting the continued strong performance of the Marin County real estate market.

State Transit Assistance and Transportation Development Act funding had significant mid-year recissions from the initial allocations. However, Marin Transit received more than the prior year as the District expended prior year STA reserves and Marin Transit’s share of County TDA revenues increased.

FTA funds increased due to $2.1 million of CARES Act funding, which reduced the District’s need to expend local property tax funds.

Table 4: Operations Revenue Variances >$100,000 over Prior Year Variance from Prior Revenue FY 2019/20 Year Notes Category Actual Amount ($) % Reduced service operations due to pandemic, Fare Revenue $3,233,295 ($791,081) -20% pro-rated refunds of yellow bus school passes

Interest $353,735 $155,041 78% Increased reserve balance

Measure A/AA $12,911,936 ($548,064) -4% Reduced reliance on Local Sales Tax revenue Continued strong growth of Marin County Property Tax $4,755,734 $197,777 4% property tax revenues

Revenue generation was lower due to the State Transit pandemic, but District's planned expenditure of $2,047,902 $206,200 11% Assistance prior revenue shares was greater than the decline in population based funds Available funds increased compared with prior Transportation $5,225,171 $115,772 2% year, but funding was $611,275 lower than Development Act projections Other State $18,958 ($335,900) -95% LCTOP grant funds no longer used for operations FTA $3,475,476 $2,058,328 145% CARES Act funding for operations

Expenses Marin Transit’s FY 2019/20 operations expenses of $31.0 million (Table 3) were 2% higher than in FY2018/19 and 8% below the budget. The COVID-19-related suspension of some services reduced the increase from the 10% budgeted to 2%. There were two major line items with increases over $100,000 (Table 5). The first was from a new program to distribute Measure AA funds to external yellow bus programs and the second due to supply costs that reflected contractor expenses for COVID-19 related cleaning. The District had increased local and fixed route scheduling software costs. Salary and Benefit costs also increased after filling vacant positions.

Marin Transit had a 16% savings ($409,524) on fuel due to lower fuel prices and COVID-19-related route suspensions. Contract service operations expenses continued to be 78% of total operations costs (Figure 2, 62% Fixed Route, 15% Local Paratransit, and 2% Regional Paratransit Operations). Expense variations greater than $100,000 from the prior year are shown in Table 5. The program area budgets provide a more detailed discussion of expenses.

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Item 5 99 Attachment A Marin Transit FY 2019/20 Financial Report

Table 5: Operations Expense Variances >$100,000 from Prior Year

FY 2019/20 Variance from Prior Expense Category Actual Year Notes Amount ($) %

Salaries and Benefits $2,470,182 $144,134 6% Filled vacant positions

Decrease in temporary staff and marketing Consultant Services $293,581 ($101,274) -26% support costs Grants to External New yellow bus grant program to external $435,485 $435,485 100% Agencies agencies under Measure AA Increase due to new contractor expenses Supplies $359,293 $203,529 131% for COVID related supplies and cleaning. Fuel savings from both a 30% drop in fuel Fuel $2,111,976 ($409,524) -16% prices and less fuel usage after COVID service suspensions Less staff time was billed to capital projects Transfer to Capital ($326,912) $134,770 -29% in FY2019/20.

Figure 2: Systemwide Operations Expense Categories for FY2019/20

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Item 5 100 Attachment A

Marin Transit accounts for expenses by program area: Administration, Local Fixed Route, Rural Service, Marin Access Service and Yellow Bus Service. Financial highlights from each program area are summarized below.

Administration The Administration budget includes revenues and expenses shared by all program areas. These items are budgeted and recorded in Administration, and expenses are allocated to the program budgets based on a program’s resource usage (i.e., billed staff time). This enables Marin Transit to track administrative costs and identify the full cost of programs.

District Administrative revenues is primarily comprised of property tax revenue. After several years of six percent growth, property tax revenue grew a more modest three percent. Due to a higher average fund balance, interest income increased 78% or $155,000 over the prior year.

Marin Transit’s Administrative expenses include staff salaries, benefits, and associated office space. Actual administrative costs were 13% under budget and increased 5% from the prior year. The increase was primarily from increased salary and benefit costs from merit-based salary increases and a promotion. The District hired three new staff members to fill vacant positions: an Accounting and Administrative Analyst, a Senior Accounting Analyst, and a Capital Analyst. Based on payroll hours, Marin Transit employed 15.3 FTEs and ended FY2019/20 with 16 regular employee FTE’s and vacant part time positions. All regular employees working a minimum of 20 hours a week receive contributions to a Governmental 401(a) single employer defined contribution pension plan (the Plan). District contributions are based on years of service and are posted into individual employee accounts under the Plan. A report of contributions, total balances, and investment returns is provided in Attachment 2.

Table 6: Marin Transit Staffing Full Time Equivalents (FTEs)

FY 2018/19 FY 2019/20 Budget 16.4 16.4 Actual 15.1 15.3 Notes: 1) Stated in Full Time Equivalents (FTE's)

Insurance expenses increased 32% based on growth in the District’s payroll expenses and budget and exceeded the budgeted amount. Software expenses were also over budget and increased due to usage of new software and additional licenses needed for the remote work environment. All other administrative expenses were at or below the budgeted level.

Item 5 101 Attachment A Marin Transit FY 2019/20 Financial Report

Table 7: Administration FY 2019/20 Actuals

FY2019/20 FY 2019/20 Percent FY 2018/19 FY 2019/20 Budget Budget Budget Actual Actual Original Revised Used Revenue 4070400 Interest 198,694 150,700 150,700 353,735 235% 4079950 Development Fees 20,494 19,950 19,950 22,103 111% 4079954 Residual ABX 126 28,293 20,000 20,000 32,101 161% 4080101 PropTax-CurrntSecured 4,020,242 4,106,048 4,106,048 4,143,282 101% 4080102 County Fee-Admin Basic Tax -61,406 -64,562 -64,562 -55,828 86% 4080103 Property Tax-Unitary 38,901 36,050 36,050 38,244 106% 4080104 PropTax-CurrntUnSecur 73,364 75,000 75,000 86,244 115% 4080105 Educ Rev Augm Fund-Redist 388,770 380,000 380,000 441,482 116% 4080106 PropTax-Supp CY SECR 91,711 90,000 90,000 92,303 103% 4080107 PropTax-Supp Unsecured 791 1,000 1,000 3,583 358% 4080108 PropTax-Redemtion 2,693 1,500 1,500 3,291 219% 4080109 PropTax-Prior Unsecured 2,891 3,968 3,968 3,133 79% 4119940 Other 436 300 300 393 131% Subtotal Revenue 4,805,874 4,819,954 4,819,954 5,164,066 107% 4700001 Property Tax Transfer (554,339) (852,865) (852,865) (467,196) 55% Net Revenue 4,251,535 3,967,089 3,967,089 4,696,870 118% Expense 5010200 Salaries 1,462,869 1,710,720 1,710,720 1,586,784 93% 5030301 Benefits 863,179 964,280 964,280 883,398 92% 5030301 Consultant Services 102,200 334,750 334,750 119,809 36% 5030304 Prof Services – Legal 74,552 0 0 25,385 NA 5030305 Prof Svcs - Audit 30,011 34,189 34,189 28,535 83% 5049901 Office Supplies 7,471 13,000 13,000 7,784 60% 5049902 Small Furn/Equip 4,230 10,000 10,000 2,123 21% 5049903 Software Maintenance 59,386 61,800 61,800 69,213 112% 5049904 Copier Suppl & Srvc 8,276 9,442 9,442 8,784 93% 5049905 Postage 1,025 3,183 3,183 2,349 74% 5049906 Computers 16,184 20,600 20,600 10,065 49% 5049911 COVID -Supplies and Cleaning 0 0 0 3,057 NA 5050201 Communication - Phone 24,931 32,167 32,167 28,111 87% 5060301 Insurance - Gen Liability 36,166 40,000 40,000 47,662 119% 5090101 Memberships & Prof Dev. 23,223 63,654 63,654 22,955 36% 5090202 Mileage and Travel 12,644 24,401 24,401 16,015 66% 5090801 Marketing 8,938 13,113 13,113 12,747 97% 5100401 County Fee - Special District 0 2,652 2,652 0 0% 5121200 Office Rental 126,723 141,110 141,110 137,817 98% Subtotal Expense 2,862,008 3,479,061 3,479,061 3,012,593 87% 5100100 Salary/Benefit Transfers (2,257,540) (2,514,176) (2,514,176) (2,345,658) 93% 5100101 Transfer Overhead (450,733) (589,463) (589,463) (658,288) 112% Net Expense 153,735 375,422 375,422 8,647 2%

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Item 5 102 Attachment A Marin Transit FY 2019/20 Financial Report

Local Service The Local Service budget (Table 8) includes all revenues and expenses related to the provision of fixed route service and general purpose dial-a-ride (excluding rural services). Local service includes the regular trunk line routes, Community Shuttles, supplemental school service, general purpose on-demand services, and the Muir Woods Shuttle service.

The response to the COVID-19 pandemic, starting in March 2020, led to cancelled trips and unprecedented ridership declines. The County public health officer issued a Shelter in Place order that began on March 16, 2020. Marin Transit immediately suspended all supplemental school routes and suspended the Muir Woods Shuttle Service on April 7, 2020 due to the closure of the National Monument. Marin Transit maintained core services to continue to provide transportation to essential workers while implementing safety and cleaning protocols.

The Shelter In Place order required limited capacities on vehicles. As ridership started to return, some passengers were passed-up on core routes. To minimize pass-ups. Marin Transit used the supplemental school service hours to provide additional service in key corridors. As a result, 98% of planned local service hours were operated (figure 3) in FY2019/20 while unlinked passenger trips declined by 20% in (figure 2). The District canceled 30% of Muir Woods service and did not operate 14% of supplemental school service hours as either school or back up service (figure 3). The District’s annual performance report provides more analysis of ridership trends.

Total expenses for local service increased only 3% over the previous fiscal year compared to a 6% increase the prior year (table 8). Local service costs were almost a $1 million under budget, primarily due to operating fewer service hours and lower fuel prices.

Local Service is primarily funded with State Transit Assistance (STA), Transportation Development Act (TDA), local Measure A/AA sales tax, and fare revenue. The revenue impacts from the COVID-19 pandemic are significant and ongoing. Due to the drop in passengers, fare revenue was 20% lower than the prior year. The state issued recissions of the Districts allocated sales tax-based State Transit Assistance and Transportation Development Act funding. Marin Transit relies heavily on sales tax-based revenues, and the magnitude of the impact to these revenues is not fully known due to the timing of allocations. Marin Transit received Coronavirus Aid, Relief and Economic Security (CARES) Act funding to help backfill immediate funding losses. Marin Transit expended $1.5 million of CARES Act funding on local service in FY2019/20.

Marin Transit expended the following discretionary grant funds for local service in FY 2019/20:

FY 2019/20 Total Grant Program Source Expenditure Award Cycle 5 Lifeline SWAP – Route 36 $391,151 $391,151 State Transit Assistance Operations Cycle 5 Lifeline – Novato $75,151 $75,151 Measure A Sales Tax Supplemental School Service

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Item 5 103 Attachment A Marin Transit FY 2019/20 Financial Report

Figure 3: Local Revenue Service Hours by Program

Figure 4: Local Unlinked Passenger Trips by Program

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Item 5 104 Attachment A Marin Transit FY 2019/20 Financial Report

Table 8: Local Service FY 2019/20 Actuals FY2019/20 FY 2019/20 Percent FY 2018/19 FY 2019/20 Budget Budget Budget Actual Actual Original Revised Used Revenue 4020000 Special Fares - Pd by Anthr Agcy 686,293 701,250 701,250 510,430 73% 4060301 Advertising Revenue 240,960 258,000 258,000 237,238 92% 4070301 Lease of Property 149,133 150,000 150,000 158,224 105% 4090101 Local Government Revenue 1,725 0 0 30,000 N/A 4092001 Measure A Sales Tax 9,822,215 6,201,178 6,201,178 1,699,572 27% 4092003 Measure A Sales tax - Interest 85,000 0 0 85,000 N/A 4092005 Measure AA - Sales Tax 0 3,918,822 3,918,821 7,703,546 197% 4110102 Transportation Development Act 5,109,399 5,836,446 5,836,446 5,225,171 90% 4110101 State Transit Assistance -Pop 1,140,266 1,274,541 1,274,541 944,383 74% 4110103 State Transit Assistance - Lifeline 0 391,151 391,151 391,151 100% 4110105 State Transit Assistance -Rev. 598,064 650,000 650,000 650,000 100% 4119904 State - Low Carbon Transit 335,795 0 0 0 N/A 4139914 Fed- FTA 5307 Cares 0 0 0 1,500,608 N/A 4139951 National Park Service 323,371 452,570 452,570 370,245 82% 4140100 Fare Revenue 2,414,173 2,439,800 2,439,800 1,964,027 80% Subtotal Revenue 20,906,394 22,273,758 22,273,757 21,469,595 96% 4700001 Property Tax Transfer 0 68,950 68,950 39,176 57% 4700002 Program Revenue Transfer 81,326 80,000 80,000 66,604 83% Total Revenue 20,987,720 22,422,708 22,422,707 21,575,375 96% Expense 5030301 Consultant Services 95,480 210,000 210,000 45,392 22% 5030310 Fare Processing Charges 15,923 17,000 17,000 14,523 85% 5030320 Customer Service 288,777 300,000 300,000 310,030 103% 5030602 Custodial Service 12,236 21,954 21,954 12,133 55% 5030701 Security Services 246,378 280,000 280,000 248,254 89% 5040101 Fuel 1,698,478 1,737,000 1,737,000 1,405,450 81% 5040160 Electrical Power 7,022 49,200 49,200 28,906 59% 5049902 Small Furniture/Equip 2,819 5,000 5,000 4,523 90% 5049903 Software 50 30,000 30,000 38,311 128% 5049911 COVID-Supplies and Cleaning 0 0 0 45,828 N/A 5050205 Communication-AVL 2,317 109,115 109,115 56,552 52% 5050206 Communication-Data 2,284 3,012 3,012 2,600 86% 5080101 Purchased Transportation 16,901,437 17,812,316 17,812,316 17,191,268 97% 5090801 Marketing 67,090 95,707 95,707 72,320 76% 5100404 Expense Transfer - GGT Wave 85,000 0 0 85,000 N/A Subtotal Expense 19,425,291 20,670,304 20,670,304 19,561,090 95% 5100100 Salary/Benefit Transfers 1,302,319 1,477,231 1,477,231 1,587,426 107% 5100101 Overhead Transfer 260,109 275,172 275,172 426,859 155% Total Expense 20,987,719 22,422,707 22,422,707 21,575,375 96%

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Item 5 105 Attachment A Marin Transit FY 2019/20 Financial Report

Rural Service Rural Service is operated as the West Marin Stagecoach Service and includes the Northern Route 68, the Southern Route 61, and limited service to Tomales on the Dillon Beach/Tomales Dial-A-Ride (formerly Route 65). All Rural revenues and expenses are shown in Table 9. Actual costs and revenues were close to budgeted amounts. Marin Transit continued to operate rural services throughout the COVID-19 pandemic to provide lifeline services to rural communities. However, the pandemic significantly impacts ridership. unlinked passenger trips dropped 20%, and fare revenue dropped 33% compared to the prior fiscal year.

The District expended $239,772 in Federal 5311 CARES Act funding to offset the losses in fares and sales tax revenues. In FY2019/20, Marin Transit expended $900,000 in Rural Measure AA sales tax funds.

Table 9: Rural Service FY 2019/20 Actuals

FY FY FY2019/20 FY Percent 2019/20 2018/19 Budget 2019/20 Budget Budget Actual Original Actual Used Revised Revenue 4092001 Measure A Sales Tax 990,000 174,580 174,580 0 0% 409005 Measure AA Sales Tax 0 714,128 714,128 900,000 126% 4139920 Fed-FTA 5311 Rural 215,088 213,885 213,885 231,638 108% 4139923 Fed-FTA 5311 CARES 0 0 0 239,772 N/A 4140100 Fare Revenue 110,245 121,794 121,794 81,649 67% Subtotal Revenue 1,315,333 1,224,387 1,224,387 1,453,059 119% 4700001 Property Tax Transfer 477,718 712,648 712,648 362,105 51% Total Revenue 1,793,051 1,937,035 1,937,035 1,815,164 94% Expense 5030301 Consultant Services 5,399 15,000 15,000 4,472 30% 5040101 Fuel 208,435 230,000 230,000 199,554 87% 5049902 Equipment 165 0 0 132 NA 5050205 Communication-AVL 7,572 16,409 16,409 13,756 84% 5050206 Communication-Data 831 1,061 1,061 831 78% 5080101 Purchased Transportation 1,435,669 1,482,772 1,482,772 1,457,241 NA 5090801 Marketing 7,397 33,138 33,138 8,073 24% Subtotal Expense 1,665,468 1,778,380 1,778,380 1,684,059 95% 5100100 Salary/Benefit Transfers 106,346 121,987 121,987 103,321 85% 5100101 Transfer Overhead 21,237 36,667 36,667 27,783 76% Total Expense 1,793,051 1,937,034 1,937,034 1,815,163 94%

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Item 5 106 Attachment A Marin Transit FY 2019/20 Financial Report

Figure 5: Rural Stagecoach Revenue Hours and Unlinked Passenger Trips

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Item 5 107 Attachment A Marin Transit FY 2019/20 Financial Report

Marin Access (Paratransit and Mobility Management) The Marin Access FY2019/20 actuals (Table 10) include revenues and expenses for Paratransit Services for Local and Regional trips (Intra- and Inter-county) and Marin Transit’s mobility management programs for the County’s older adults, persons with disabilities, and low-income residents.

The COVID-19 pandemic reduced paratransit demand even more significantly than fixed route service. Under Shelter In Place orders, many trip destinations for paratransit riders were no longer operating such as day programs for persons with developmental disabilities. Many riders are also members of vulnerable populations advised to avoid travel. As a result, local paratransit ridership had an unprecedented drop of 80% during this time. For the fiscal year, ridership was 24% lower than the previous year (figure 6), and local paratransit revenue hours were 26% less than the prior year. Using federal CARES act funding, Marin Transit was able to continue to compensate the contract operator based on the planned service hours and the full fixed fee amount. This enabled the contractor to retain drivers through what was hoped a temporary disruption. Contract operations costs were 90% of the budgeted amount, and fuel expenses were 74% of the budgeted amount (Table 10).

Marin Access regional paratransit is operated under contract on behalf of and fully funded by GGBHTD. Regional paratransit demand was even lower than on local paratransit and 34% lower than the prior year.

Measure AA sales tax is the largest single funding source for Marin Access. Marin Transit expended $2.1 million of Measure AA Category 4.3 funds to deliver mobility services for seniors and people with disabilities. Marin Transit receives Measure B funds from the County vehicle license fee to fund special mobility programs and staff. Marin Transit also pays for Marin Access programs with property tax, federal Americans with Disabilities Act (ADA) set-aside Section 5307 funds, and additional grant funding. Fare revenue was 26% lower than the prior year, and the District claimed $315,743 in FTA Section 5307 CARES Act funding. GGBHTD reimburses all direct costs for providing regional paratransit and provides funding for about 25% of local paratransit based on their relative share of local fixed route trips.

Marin Transit expended the following discretionary grant funds for Marin Access service in FY 2019/20:

FY 2019/20 Total Grant Program Source Expenditure Award Marin Transit Connect, Operation $350,000 $700,000 FTA Section 5310 discretionary of Accessible Vanes $150,687 $300,000 Mobility Management FTA Section 5310 discretionary

The District’s volunteer driver programs and Catch-A-Ride (subsidized taxi) program costs are linked to passenger demand and experienced 21% and 16% declines respectively, compared to the prior fiscal year. The new on-demand Connect service had only a 2% decline in annual ridership, primarily due to higher ridership before the pandemic.

15

Item 5 108 Attachment A Marin Transit FY 2019/20 Financial Report

Figure 6: Marin Access Ridership

Figure 7: Marin Access Revenue Hours

16

Item 5 109 Attachment A Marin Transit FY 2019/20 Financial Report

Table 10: Marin Access FY 2019/20 Actuals

FY2019/20 FY 2019/20 Percent FY 2018/19 FY 2019/20 Budget Budget Budget Actual Actual Original Revised Used Revenue 4092001 Measure A Sales Tax 2,386,318 523,739 523,739 0 0% 4092005 Measure AA Sales Tax 0 2,275,056 2,275,056 2,137,479 94% 4099950 Measure B 991,414 1,245,000 1,245,000 956,701 77% 4110101 State Transit Assistance 103,372 60,000 60,000 62,368 104% 4119910 State Prop Tx Relief HOPTR 18,779 18,500 18,500 18,719 101% 4139910 Fed-FTA 5307 Urbanized Area Formula 715,573 687,028 687,028 687,028 100% 4139915 Fed-FTA 5307 CARES Act 0 0 0 315,743 N/A 4139941 Fed-FTA 5310 Mobility 486,487 437,500 437,500 500,687 114% 4140100 Fare Revenue 313,834 305,000 305,000 224,988 74% 4601001 Misc.-Reimbursement 3,003 0 0 0 N/A 4601003 GGBHTD – Local Paratransit Payment 1,054,043 1,145,995 1,145,995 1,036,216 90% 4601004 GGBHTD – Regional Paratransit Payment 767,416 845,018 845,018 738,501 87% Subtotal Revenue 6,840,239 7,542,836 7,542,836 6,678,430 89% 4700001 Property Tax Transfer 0 38,541 38,541 1,561 - 4700002 Program Revenue Transfer -81,326 -80,000 -80,000 -66,604 83% Total Revenue 6,758,913 7,501,377 7,501,377 6,613,387 88% Expense 5030301 Consultant Services 29,377 96,171 96,171 36,094 38% 5030310 Fare Processing Charges 801 2,000 2,000 586 29% 5030320 Customer Service 308,172 351,950 351,950 327,417 93% 5040101 Fuel 607,565 647,094 647,094 478,066 74% 5049902 Small Furn/Equip 0 0 0 431 N/A 5049903 Software 55,141 76,034 101,034 145,414 144% 5049911 COVID- Supplies and Cleaning 0 0 0 21,283 N/A 5050203 Communication - Mobile Data Terminal 0 5,000 5,000 0 0% 5050204 Communication-MERA Radio 22,744 20,969 20,969 20,291 97% 5050206 Communication-Data 14,988 15,000 15,000 15,587 104% 5080101 Purchased Transportation 4,541,478 4,878,268 4,878,268 4,457,843 91% 5080102 Purchased Transportation - Regional 747,161 814,780 814,780 639,654 79% 5090801 Marketing 33,165 100,850 100,850 32,809 33% 5098001 Misc-Exp Transit User Training 1,019 9,800 9,800 7,242 74% 5098002 Gap Grant 6,325 20,000 20,000 2,570 13% Subtotal 6,367,936 7,037,916 7,062,916 6,185,287 88% 5100100 Salary/Benefit Transfers 326,007 358,697 358,697 337,378 94% 5100101 Transfer Overhead 64,970 104,764 104,764 90,721 87% Total Expense 6,758,913 7,501,377 7,526,377 6,613,386 88%

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Item 5 110 Attachment A Marin Transit FY 2019/20 Financial Report

Yellow Bus Service The Yellow Bus Service budget includes full operation of yellow bus service for the Ross Valley School District and oversight of yellow bus operations for the Reed Union and Mill Valley school districts. For the Ross Valley service, Marin Transit manages the operations, directly contracts for service, and manages the pass sales for six yellow buses. Reed Union School District and Mill Valley School District pay Marin Transit directly for services and staff time to provide operational oversight.

Planned service levels in FY2019/20 were unchanged from the prior year. The COVID-19 pandemic led to the suspension of service in mid-March when schools closed. As a result, Marin Transit operated 123 out of 180 planned service days or 68% percent less service and costs. Revenues were 77% of the budgeted amounts. Since yellow bus passes are purchased annually, Marin Transit offered families pro-rated refunds or an option to donate the funds to the yellow bus program. In total $12,535 was donated to the yellow bus program. These funds will be used to provide supplemental compensation and incentives to returning drivers. The remaining funds will go towards reducing pass prices in the next program year.

18

Item 5 111 Attachment A Marin Transit FY 2019/20 Financial Report

Table 11: Yellow Bus Service FY 2019/20 Actuals

FY2019/20 FY 2019/20 Percent FY 2018/19 FY 2019/20 Budget Budget Budget Actual Actual Original Revised Used

Revenue 4030000 Fares - Paid by Another Agency 145,000 151,000 151,000 151,010 100% 4090101 Fee For Service 108,425 106,550 106,550 92,497 87% 4092001 Measure A Sales Tax 261,467 0 0 0 N/A 4092005 Measure AA Sales Tax 0 600,000 600,000 471,339 79% 4140105 Fare Revenue - Yellow Bus 354,831 441,937 441,937 301,192 68% Subtotal Revenue 869,723 1,299,487 1,299,487 1,016,038 78% 4700001 Property Tax Transfer 0 31,326 31,326 8,849 28% Total Revenue 869,723 1,330,813 1,330,813 1,024,887 77% Expense 5030301 Consultant Services 31,649 0 0 5,595 N/A 5030310 Fare Processing Charges 9,461 18,107 18,107 13,330 74% 5030602 Custodial Service 1,791 1,900 1,900 1,337 70% 5049903 Equipment 572 4,750 4,750 136 3% 5049903 Software 447 0 0 400 N/A 5050205 Communication-AVL 6,094 15,390 15,390 11,550 75% 5050206 Communication-Data 8,633 9,500 9,500 8,210 86% 5080103 Yellow Bus School Service 619,009 642,967 642,967 426,087 66% 5090801 Marketing 85 4,000 4,000 193 5% 5098008 Measure AA Ylw Bus Grants 0 405,485 405,485 435,485 107% 5120401 Leases and Rentals 26,378 24,730 24,730 19,019 77% Subtotal Expense 704,119 1,126,829 1,126,829 921,342 82% 5100100 Salary/Benefit Transfers 138,037 156,840 156,840 81,603 52% 5100101 Transfer Overhead 27,566 47,144 47,144 21,943 47% Total Expenses 869,722 1,330,813 1,330,813 1,024,888 77%

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Item 5 112 Attachment A Marin Transit FY 2019/20 Financial Report

Facility

After purchasing the facility at 600 Rush Landing, the District board added the Facility Operations budget by amendment to the FY2019/20 budget. With the acquisition, Marin Transit took assignment of two existing property leases and a leaseback arrangement with the seller. One lease holder took an option to terminate their lease with penalties, giving Marin Transit more access to vehicle parking at the site. The site has no vehicle maintenance. but provides vehicle parking for the contractor that operates the Muir Woods Shuttle, Supplemental and Rural services.

All property maintenance expenses for 600 Rush landing are funded through the Facility Budget. Marin Transit has hired a property manager who serves as the primary contact with lease holders and has responsibility for responding to lease holder concerns and managing building maintenance and utilities. Net income will be available for programming in the FY2020/21 budget cycle.

Revenues from property leases exceed the property maintenance costs. The net invoice from the property leases with be from a federally funded property. As such, the federal share will be required to be spend on federal programs.

Percent FY 2020 FY2020 Current Total Budget Period Actual Budget (6 months) Used Revenue 4070302 Lease of Facility 164,277 124,206 76% Subtotal Revenue 164,277 124,206 76% 4700001 Property Tax Transfer - - Total Revenue 164,277 124,206 76% Expense 5030301 Consultant Services 9,000 9,632 107% 5030603 Custodial Service -Janitorial 5,000 0 0% 5030650 Landscaping 2,500 0 0% 5030701 Security Services 1,500 0 0% 5040180 Utilities 6,834 12,547 184% 5049902 Small Equipment 2,500 0 0% 5060302 Insurance 2,500 742 30% Subtotal Expense 29,834 22,921 77% 5100100 Salary/Benefit Transfers 5,925 4,700 79% 5100101 Overhead Transfer 671 1,264 188% Total Transfers 6,596 5,964 90% Total Expense 36,430 28,885 79% Net Revenue (Expense) 127,847 95,321 75%

20

Item 5 113 Attachment A Marin Transit FY 2019/20 Financial Report

Capital

Marin Transit’s Capital Program includes all expenses related to purchasing and maintaining the transit system’s capital assets (Table 11). This includes vehicle purchases, vehicle leasing, bus stop improvements, technology projects, and communication systems (Figure 8). A more detailed status report of the District’s capital projects is included in the Attachment B - FY 2019/20 Capital Report.

In FY 2019/20, capital expenditures were $15.8 million and five times higher than the prior year. The expenditures included the following major projects:

. Purchase of Rush Landing Facility . Purchase of 11 -40 ft Hybrids . Purchase of one Electric Vehicle . Completion of Hybrid Bus Mid-Life Battery Replacements . Replacement of Automated Vehicle Location Equipment . Completion of Bus Stop Improvement Projects; and . Implementation of a Mobility Technology Project

Vehicle purchases were 62% of the total expenditures and the facility purchase was 32%.

Figure 8: Capital Expenditures Categories

21

Item 5 114 Attachment A Marin Transit FY 2019/20 Financial Report

Capital Revenue

Marin Transit’s capital program is funded primarily with federal funds and matching local funds. Federal Section 5307 funds are available through regional programing for 82% of vehicle replacement costs. In FY2019/20, the District expended a Bus and Bus Facilities Section 5339 grant for the purchase of a facility at 600 Rush Landing. In FY 2019/20, 78% of capital funding came from federal sources (Figure 8).

Marin Transit’s allocation of local sales tax (Measure A and Measure AA) is critical for providing grant matching funds and maintenance of capital assets. Marin Transit receives approximately $900,000 per year in Measure AA funds, down from about $1.4 million per year under Measure A. In FY2019/20, Marin Transit expended $2.9 million of prior year Measure A funds for the matching funds for the facility and vehicle purchases. At the close of the fiscal year, Marin Transit had a balance of $2.4 million in unspent Measure A and Measure AA capital funding (held by TAM).

Figure 9: Capital Revenue Categories

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Item 5 115 Attachment A Marin Transit FY 2019/20 Financial Report

Table 11: Capital FY 2019/20 Actuals

FY2019/20 Total Project FY2019/20 FY2019/20 Budget Budget Budget Actual Revised EA Replace 2 Artics with 4 - 40ft Electric 3,240,000 500 500 2,220 EV Purchase Two Electric Vehicles 1,662,022 0 860,245 694,462 EX Electric Vehicle Infrastructure 132,000 114,500 114,500 0 HM Hybrid Mid-Life Battery Replacements 300,000 130,000 103,313 123,362 LD Purchase11 -40ft Hybrids (Replace 7 Artics) 9,057,000 9,057,000 9,057,000 8,992,605 PC Purchase 16 Paratransit Replacements 1,472,000 1,000 1,000 5,766 SC Purchase 9 Shuttle Replacements 1,161,000 1,000 1,000 5,975 XB Purchase 4 Replacement XHFs 1,710,000 1,710,000 1,704,597 7,190 XC Purchase 2 XHF Replacements 850,000 1,000 1,000 2,637 Subtotal Vehicles 19,584,022 11,015,000 11,843,155 9,834,217 BI Bus Stop Improvements SGR (BI) 2,201,130 15,000 133,578 109,303 BS Bus Stop Assessment Update 115,000 5,000 0 0 BW Muir Woods Infrastructure Improvements 486,505 0 20,148 2,993 Subtotal Bus Stop Improvements 2,802,635 20,000 153,726 112,295 FR Facility ROW Purchase 6,600,000 6,364,192 6,387,842 5,152,125 YF Yellow Bus Parking Facility 3,000,000 3,000,000 3,000,000 0 Subtotal Facility 9,600,000 9,364,192 9,387,842 5,152,125 OA On Board Equipment – 2016 210,000 51,000 38,590 924 ME MERA 29,000 29,000 29,000 27,259 AY AVL Replacement Equipment 180,000 174,500 179,831 147,775 TB Mobility Management Technology Backbone 375,000 35,698 65,523 RT Realtime Signs 212,394 210,000 210,000 28,227 Subtotal Technology Projects 1,006,394 464,500 493,119 269,708 GG Golden Gate Capital Costs (GG) 18,000 18,000 18,000 20,179 BM Bus Stop Maintenance (BM) 100,000 100,000 100,000 110,887 VR Major Vehicle Repairs (VR) 202,000 202,000 202,000 78,298 IF Infrastructure Support (IF) 400,000 400,000 400,000 281,216 Subtotal Ongoing Capital Expenses 720,000 720,000 720,000 490,580 Total Expenditures 33,713,051 21,583,692 22,597,842 15,858,924

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Item 5 116 Marin Transit FY 2019/20 Financial Report

Attachment 1: FY 2019/20 Budget Amendments

Board Number Description Function Program Project GL Original Change Final Authorization

2020‐01 07/01/2019 Add budget for route scheduling software Operations LCL NA 30,000 35,640 Add budget for Via Technology Contract 2020‐02 10/07/2019 Operations TCT NA Software 0 $25,000 $25,000 Extension EV 5230101 Vehicles 0 860,245 860,245

XB 5230101 Vehicles 1,710,000 (5,403) 1,704,597

HM 5230101 Vehicles 130,000 (23,687) 103,313

BI 5230101 Bus Stops 15,000 118,578 133,578 Roll forward of unspent FY2019 Capital Project 2020‐03 12/2/2019 Capital Capital budgets; BS 5230101 Bus Stops 5,000 (5,000) 0

BW 5230101 Bus Stops 0 20,150 20,150

FR 5230104 Facility 6,364,192 23,650 6,387,842

OA 5230102 Equipment 51,000 (12,410) 38,590

TB 5230102 Equipment 0 35,698 35,698

AY 5230102 Equipment 174,500 5,331 179,831

4110105 STA SGR SB1 286,651 26,496 313,148

Add STA‐ SGR and STA Cap Rev unspent funds 4119901 STA CAP Rev 0 139,089 139,089 2020‐04 12/2/2019 to XHF project and increase project budget by Capital CPT XB $30,000 4092002 Measure A ‐Capital 711,282 (135,585) 575,697

5230101 Vehicles 1,710,000 30,000 1,740,000 Increase Hybrid Battery replacement budget to 2020‐05 12/2/2019 Capital CPT HM 5230101 Vehicles 103,313 $21,000 $124,313 include final engine rebuild costs 2020‐06 01/13/2020 Add Facility Maintenance Budget Facility FCT FM Multiple Correct Facility Maintenance Budget ‐ add 2020‐07 NA Facility FCT FM Total budget 33,930 2,500 36,430 $2,500 to total to include all expense GLs 2020‐08 4/5/2020 Add Project for purchase of staff car Capital CPT NR Staff Car 0 $44,649 $44,649

Item 5 117 Marin Transit FY 2019/20 Financial Report

Attachment 2: Annual Report of Marin Transit’s Defined Contribution Retirement Account 401(a)

The Marin County Transit District established a Governmental 401(a) single employer defined contribution pension plan (the Plan) in October 2013. The plan is available to all employees who have attained twenty-one years of age and have more than 1,000 hours of service. Based on years of service, the District is required to contribute 10% to 15% of each employee’s compensation into an individual employee account under the Plan. In FY2019/20 Marin Transit completed a review of plan administration options and based on the review moved the plan from Nationwide to a new plan with Principal to reduce employee fees. Marin Transit also hired a financial consultant to help with the selection and maintenance of investment options. The following statement of balances is intended to provide a report of contributions and allow for review of plan effectiveness.

Investment Balances July1, 2018 – June 30, 2019 July1, 2019 – June 30, 2020

Starting Balance $886,576 $1,158,953

1 Contributions0F $217,914 $185,692

Withdrawals 0 ($22,995)

Earnings $54,463 ($5,717)

Ending Balance $1,158,953 $1,340,654

Estimated Average Annual Rate 5% -3% 2 of Return1F

Total Participants 22 24

Prior Employee Participants 7 7 Active Participants 15 17 Tier 1(15%) 7 8 Tier 2 (13%) 1 3 Tier 3 (10%) 7 6

Ineligible employees 4 0

1 Through 6/30 payroll (full accrual basis)

2 Calculated based on an average of the quarterly returns on invested assets

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Item 5 Attachment B: Marin Transit FY2020 Year End Capital Report 118

Capital Projects Report FY2019/20 This capital project report provides detail FY2019/20. Project descriptions and status are given for all major capital projects. Projects are grouped according to project type as shown below.

Total Project Total Expended Total Project Budgets FY2020 Expenditures Vehicles $19,584,022 $9,834,217 $10,838,084 Bus Stop Improvements $2,802,635 $112,295 $2,758,445 Facility $9,600,000 $5,152,125 $5,364,283 Technology Projects $1,006,394 $269,708 $780,567 Ongoing Capital Expenses $720,000 $490,580 $0 (annual) $33,713,051 $15,858,925 $19,741,379 Purchase Two Electric Vehicles Total Project Budget $1,662,022 Concept: Purchase Two Electric Vehicles Funding: $1,190,640 Federal Section 5307 $135,022 State ‐ BAAQMD $75,000 TAM ‐ Measure B $261,360 Measure A Description: Replace two 40 ft vehicles beyond their useful life with battery electric vehicles Status: Board authority to purchase the vehicles was given in November 2016. The vehicle were

VEHICLES procured from BYD Motors and delivered in September 2018. A ribbon cutting ceremony was held October 18. One vehicle went into service February 2019. The second vehicle went into service in July 2019.

Expended to Completion Project ID Budget Date Percent Complete Date EV $1,662,022 $1,496,239 100% Sep‐19

Purchase 11 ‐ 40ft Hybrids (Replace 7 Artics) Total Project Budget $9,057,000 Concept: Purchase eleven 40ft hybrids to replace eight 60ft Artics Funding: $7,216,000 Federal Section 5307 $216,827 State Transit Assistance ‐ State of Good Repair $1,624,173 Measure A Description: Replace eight 60ft articulated vehicles that are beyond their useful life Status: Board authorized purchase of the vehicles in April 2019. The vehicles were delivered in December 2019 and January 2020. Vehicles entered service in March after testing and installation of onboard equipment. Project closeout was complete in June 2020. VEHICLES

Anticipated Expended to Completion Project ID Budget Date Percent Complete Date LD $9,057,000 $8,992,605 100% Jun‐20

page 1 Item 5 Attachment B: Marin Transit FY2020 Year End Capital Report 119

Purchase 16 Paratransit Vehicles (Replacements) Total Project Budget $1,472,000 Concept: Purchase 16 Paratransit Replacements Funding: $1,207,040 Federal 5307 $264,960 Measure A Description: Purchase 16 Paratransit Vehicles to replace vehicles beyond their useful life. Status: Board authorized the purchase of 15 paratransit vehicles in May 2020. The remaining vehicle replacement is being delayed to pilot a battery electric cutaway in the future. Staff VEHICLES anticipates delivery of the paratransit vehicles in October 2020.

Anticipated Expended to Completion Project ID Budget Date Percent Complete Date PC $1,472,000 $5,766 0% Dec‐20

Purchase 9 Shuttle Replacements Total Project Budget $1,161,000 Concept: Purchase Nine Shuttle Replacements Funding: $952,020 Federal Section 5307 $208,980 Measure A Description: Replace 9 Shuttles that are beyond their useful life

Status: Board authorized the purchase of nine replacement shuttle vehicles in May 2020. Delivery

VEHICLES of the vehicles is anticipated in November 2020.

Anticipated Expended to Completion Project ID Budget Date Percent Complete Date SC $1,161,000 $5,975 10% Jan‐21

Purchase Two 35ft XHF Vehicles (Replacement) Total Project Budget $850,000 Concept: Purchase two 35ft XHF vehicles Funding: $697,000 Federal 5307 $153,000 Measure A Description: Purchase of two replacement 35‐foot XHFs Status: Board authorized the purchase of two replacement XHFs in May 2020. Staff anticipates delivery of these vehicles in July 2021. VEHICLES

Anticipated Expended to Completion Project ID Budget Date Percent Complete Date XC $850,000 $2,637 0% Sep‐21

page 2 Item 5 Attachment B: Marin Transit FY2020 Year End Capital Report 120

Purchase Four 30ft XHF Vehicles (Replacement) Total Project Budget $1,710,000 Concept: Purchase four 35ft XHF vehicles Funding: $559,600 Federal Section 5307 $139,089 State Transit Assistance ‐ Revenue Based $313,147 State Transit Assistance ‐ State of Good Repair $576,670 Measure A $151,494 Paul Sarbanes Description: Purchase of four replacement 30‐foot XHFs Status: These vehicles will replace 4 cutaway vehicles beyond their useful life. This purchase was VEHICLES approved by your Board in April 2019. Delivery of these vehicles was expected this year, but is anticipated to be delayed due to COVID‐19 impacts at the manufacturer's site.

Anticipated Expended to Completion Project ID Budget Date Percent Complete Date XB $1,740,000 $12,593 1% Jun‐21

Purchase Four 40ft Electric Vehicles (Replacement) Total Project Budget $3,240,000 Concept: Replace two 60ft Artics with four 40ft Electric Buses Funding: $2,656,800 Federal Section 5307 $583,200 Measure A Description: Purchase of four 40‐foot Battery Electric Buses to replace two 60‐foot Articulated buses beyond Status: Waiting for pre‐award authority on the federal funds. Staff expects to take purchase to

VEHICLES the Board in Fall 2020.

Anticipated Expended to Completion Project ID Budget Date Percent Complete Date EA $3,240,000 $2,220 0% Dec‐21

Hybrid Mid Life Battery Replacements Total Project Budget $300,000 Concept: Replace batteries on the 2007 Hybrid Vehicles Funding: $217,566 Measure A $182,434 FTA 5307 Description: Replace batteries in the 7 hybrid vehicles Status: As a preventative maintenance measure, under the exsting maintence contract, GGBHTD will replaced the batteries on the 2007 Hybrid Vehicles. VEHICLES

Expended to Completion Project ID Budget Date Percent Complete Date HM $300,000 $320,049 100% Dec‐19

page 3 Item 5 Attachment B: Marin Transit FY2020 Year End Capital Report 121

Bus Stop Improvements (State of Good Repair) Total Project Budget$ 2,201,130 Concept: Improve bus stops in Marin County Funding: $1,600,000 Federal Section 5309 $400,000 PTMISEA $201,130 Measure A Description: Phase 1: Install new bus stop signage throughout Marin County. Phase 2: Minor and Major bus stop improvements at 12 locations throughout the County . Phase 3: Additional bus stop improvements of up to 11 stops. Status: Phase 1 ‐ complete. Phase 2 ‐ complete. Phase 3 ‐ complete. Construction began in February 2019. There were some delays due to permitting through Caltrans and increased traffic controls requested by some jurisdictions. Construction is complete. A final presentation was made to the board in March on project completion BUS STOP IMPROVEMENTS Phase 3 Expended to Completion Date Project ID Budget Percent Complete Date BI $2,201,130 $2,176,855 100% Mar‐20

Muir Woods Infrastructure Improvements Total Project Budget $486,505 Concept: Improve boarding locations and purchase signage for the Muir Woods Shuttle Funding: $486,505 Federal Transit In the Parks Description: Project includes funding for permanent changeable message signs and improvements to bus stops related to the Muir Woods Shuttle Status: Staff continued to work with multiple partner avencies to determine needed improvements. Staff moved the remaining funds on this project to the four XHF purchase as those vehicles support Muir Woods Shuttle service.

Anticipated Expended to Completion Date Project ID Budget Percent Complete Date BW $486,505 $466,357 96% Jun‐20

Bus Stop Assessments Total Project Budget $115,000 Concept: Update Bus Stop Assessments Funding: $115,000 Measure A

BUS STOP IMPROVEMENTS Description: Project to update the District's 2005 bus stop conditions assessment to quantify & prioritize future improvements

Status: Marin Transit hired a consultant to conduct an assessment of bus stop conditions and develop preliminary plans for future bus stop improvements. The assessment is complete and preliminary plans for 20 stops are complete.

Expended to Completion Project ID Budget Date Percent Complete Date BS $115,000 $115,233 100% Dec‐19

page 4 Item 5 Attachment B: Marin Transit FY2020 Year End Capital Report 122

Maintenance Facility ‐ ROW Purchase & Capital Improvements Total Project Budget $6,600,000 Concept: Acquire property and develop a maintenance facility Funding: $2,200,000 Measure A $4,400,000 FTA 5339 Description: Purchase land for a new facility

Status: Marin Transit successfully completed the purchase of right of way at 600 Rush Landing Rd in Novato. Additional improvements are being planned for the site like enhanced fencing and lighting.

Anticipated Expended to Completion Date Project ID Budget Percent Complete Date FR $6,600,000 $5,364,283 81% Jun‐21

Yellow Bus Parking Facility Total Project Budget $3,000,000 Concept: Identify and purchase propoerty for vehicles Funding: $3,000,000 Capital Reserve Description: Replace temporary leased parking with a permanent location ADMIN AND OPERATIONS FACILITY Status: Marin Transit is evaluating and identifying opportunities for land acquisition.

Anticipated Expended to Completion Date Project ID Budget Percent Complete Date YF $3,000,000 $0 0% NA TECHNOLOGY PROJECTS Total Project Budget $1,006,394

Concept: District technology projects Funding: $300,000 Federal Job Access Funds (JARC) $312,000 Federal Section 5307 $394,394 Measure A TECHNOLOGY PROJECTS

page 5 Item 5 Attachment B: Marin Transit FY2020 Year End Capital Report 123

Total Project Expended to Projects: Cost Date OA On Board Equipment 2016 $210,000 $172,334

AY AVL Replacements $180,000 $147,922 RT Realtime Signs $212,394 $28,227 TB Techonology Backbone $375,000 $404,825 ME MERA $29,000 $27,259

Description: Marin Transit provides technology acquisitions for vehicle operations, fare Status: Marin Transit will continue the project to pay for fareboxes and on board equipment associated with vehicle replacements. The technology Backbone project is in its closeout phase, and Real Time Signs contract has been awarded with work to begin in 2020.

Ongoing Capital Expenses Annual Budget $720,000 Concept: Ongoing capital expenses Funding: $720,000 Measure A

ONGOING CAPITAL EXPENSES Total Project Expended in Projects: Budgets Annual Budget FY2019 GG Golden Gate Capital Costs $18,000 $18,000 $20,179 BM Bus Stop Maintenance $100,000 $100,000 $119,887 VR Major Vehicle Repairs $202,000 $202,000 $78,298 IF Infrastructure Support $400,000 $400,000 $281,216

Description: Ongoing capital costs associated with the Golden Gate operations Status: Capital depreciation expenses for equipment owned by Golden Gate Transit are billed monthly. Major vehicle repairs, such as transmissions, are expended as needed.

page 6 Item 5 124

Marin Transit FY2019/20 Financial Report

Presented November 2, 2020

Item 5 125 Total FY2020 Expenditures

Distribution of Marin Transit FY2020 Expenditures 50

Millions 45

40 $46.9 million Capital

35

Operations 92% of budget 30 Yellow Bus Capital 70% of budget Marin Access 25 Rural Operations 20

15 Local Fixed 10 Route Operations 5

0 2

Item 5 126 Summary

Percent FY 2019/20 FY 2018/19 FY 2019/20 Total Revised Actual Actual Budget Budget Used Operations 34,660,941 37,159,020 35,725,681 96% Capital 3,587,683 19,648,843 15,853,562 81% Facility 0 164,277 124,706 76% Total Revenue 38,248,624 56,972,140 51,703,949 91%

Operations 30,563,140 33,592,353 31,037,461 92% Capital 3,587,683 22,648,841 15,858,925 70% Facility 0 30,505 28,885 95% Total Expenditures 34,150,823 56,271,699 46,925,271 83%

Net Change in Fund Balance $4,097,801 $700,441 $4,778,678

Emergency Reserve 5,411,838 5,594,559 5,594,559 Contingency Reserve 10,823,676 11,189,118 11,189,118 Capital Reserve 10,998,637 11,150,913 15,222,142 Fund Balance (total reserve) $27,234,151 $27,934,590 $32,005,819

3

Item 5 127 Service Levels Provided

FY 2019/20 % of Service Actual Revenue Budget Hours Regular Local and Trunk Line 107,113 92% Community Shuttles 42,606 98% Local Supplemental School 5,766 84% Service Provided Muir Woods Shuttle 4,477 69% West Marin Stagecoach Service 15,920 97% >90% Fixed Route Subtotal 175,882 93% Novato Dial-A-Ride 2,114 88% 75%-89% Rural Dial A Ride 376 86% Transit Connect 5,952 70% < 75% Local Paratransit Service 44,764 70% Demand Response Subtotal 53,206 71% Regional Paratransit Service 5,953 70% Yellow School Bus Service 6 buses 123 days 68% FY 2019/20 % of Service Actual Trips Estimate Catch A Ride 12,142 79% Volunteer Driver 11,142 71%

4

Item 5 128 Operations Expenses

$681,268 COVID Payments to Contractors $54,637 COVID Cleaning

5

Item 5 129 Operations Revenues

($791,081) drop in fare revenue ($611,000) drop in State revenue $2.056 million in CARES revenue

6

Item 5 130 Local Fixed Route Service and School Service

• Maintained service levels • Drop in passenger trips • Redeployment of Muir Woods Shuttle and Supplemental School service hours • Expenditure of $1.5 million of CARES Act Funding

Revenue Hours Passengers

7

Item 5 131 Rural Services

• Maintained service levels • Drop in passenger trips • Expenditure of $239,772 in CARES Act funding

Revenue Hours and Passengers

8

Item 5 132 Marin Access

• Hours are primarily demand based • Hours and Passengers declined • Maintained contractor payments costs  costs did not decline proportionally • Expenditure of $315,743 in CARES Act

Revenue Hours Passengers

9

Item 5 133 Facility Operations

Rental Revenues $124,206 Expenses $28,885 Net Revenue $95,321

• Muir Woods, Supplemental and Rural Contractor parking and administration location • Plans for Electrical Vehicle Charging • Net revenue available for programing in FY2021/22 budget

10

Item 5 134 Capital $15.9 million Purchase Facility $5.2 million 11 - 40ft Hybrids $9.0 million 1 of 2 Electric Vehicles $694,000 Other $1.0 million $15.9 million

Of note : • Finished State of Good Repair Bus Stop Improvement Project • Did not find land to purchase yellow bus parking facility • 600 Rush Landing is smaller than site needed

11

Item 5 135 Future Outlook – Scenario Planning

Revenue Expenses Service need Ridership Best Case 90 10 90 90 Projected 50 50 50 50 Worst Case 10 90 90 10

$30

Millions Operating Reserves – Projected Scenario (Preliminary Results) $25

$20

$15

Dollars Operations Reserve Min Reserve Level $10 Fully Funded Reserve

$5

$0 FY2019/20 FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25

12

Item 5 136 Questions

Next Updates December Five year financial outlook (scenarios) December FY2021 Quarterly Financial Report

Thank You

Lauren Gradia, PE Director of Finance and Capital Programs, Marin Transit [email protected]

13

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November 2, 2020 711 grand ave, #110 san rafael, ca 94901 Honorable Board of Directors ph: 415.226.0855 Marin County Transit District fax: 415.226.0856 3501 Civic Center Drive marintransit.org San Rafael, CA 94903

SUBJECT: Marin Transit FY 2019/20 System Performance Report

Dear Board Members:

RECOMMENDATION: Accept report. dennis rodoni SUMMARY: president The attached report summarizes the operational performance of all supervisor district 4 Marin Transit local transit services for Fiscal Year 2019/20 and compares these results to the District’s route level performance kate colin goals adopted by your Board on April 2, 2018. Performance vice president statistics presented in this report are unaudited and will be updated city of san rafael as needed prior to submittal to the National Transit Database. judy arnold The report is a detailed assessment of systemwide, typology, and 2nd vice president route-level performance data for FY 2019/20. Highlights related to supervisor district 5 the performance of the local transit system in FY 2019/20 are summarized below. damon connolly Ridership Trends director In FY 2019/20, there was an overall 18.7 percent decrease in fixed- supervisor district 1 route ridership compared to the previous fiscal year. The ridership decline was due to the COVID-19 global pandemic and the eric lucan subsequent shelter-in-place order mandated for the State of director California that began on March 16, 2020. As an essential public city of novato service, Marin Transit continued to provide regular service. However, the District suspended Muir Woods Shuttle, Yellow Bus, and Supplemental School Routes due to the closure of Marin County katie rice director schools and the Muir Woods National Monument. The immediate supervisor district 2 suspension of these services reduced ridership by an estimated 50,000 passengers per month, or approximately 20 percent of total fixed route ridership. kathrin sears director Prior to the COVID-19 pandemic, the District’s overall ridership grew supervisor district 3 steadily in FY2019/20 (July 2019 – February 2020). Overall systemwide ridership increased by 4.1 percent in FY2019/20 compared to the same time last year.

The COVID-19 pandemic led to a precipitous decline in travel demand and a significant decrease in overall ridership across all

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programs in the fourth quarter of FY 2019/20. Systemwide ridership declined 63.3 percent in March through June 2020.

The performance of Marin Transit fixed route services fared slightly better than national trends, despite the sharp decline in ridership during the fourth quarter. The National Transit Database reported an overall 20 percent decline nationwide in bus ridership over the prior year. The reopening of the economy will significantly impact future ridership and fare revenues.

Farebox Recovery Compared to last year, systemwide passenger revenue experienced a significant decline of 18 percent in FY 2019/20. Overall farebox recovery decreased from 14.1 percent in FY 2018/19 to 11.4 percent in FY 2019/20. Passenger subsidies per trip increased to a systemwide average of $10.18 per passenger from $7.87 per passenger in FY 2018/19.

Areas for Performance Improvement The report summarizes the seven service typologies and their respective productivity and subsidy goals. Collectively, all typologies except two did not meet their productivity goal and none met their subsidy goals.

The steep decline in ridership and fare revenue due to pandemic is unprecedented. The District continues to operate the remaining fixed route services and supplemental backup services to prevent overcrowding and limit pass-ups. Boarding capacity limitations remain in place to provide adequate social distancing. As the economy reopens, we do not know how limited boarding capacity will affect future service and operations. Staff will continue to monitor service and ridership levels to respond to changing circumstances as needed.

FISCAL/STAFFING IMPACT: There is no fiscal impact associated with this item.

Respectfully submitted,

Aida Banihashemi Planning Manager

Attachment: FY 2019/20 Marin Transit System Performance Summary Report

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System Performance Summary for FY 2019/20 This report summarizes the unaudited operational performance of Marin Transit local transit services for FY 2019/20 and compares these results to the District’s route level performance goals adopted by the Marin Transit Board on April 2, 2018. The report provides a detailed route level assessment of all Marin Transit services operating in FY 2019/20.

Marin Transit made very few planned changes to routes and services that impacted system performance in FY 2019/20. The District added Route 149 in August 2019 to provide additional supplemental school service in Novato between Hamilton and Novato High School via South Novato Blvd.

Staff continues to monitor the significant increase in services that went into effect in June 2016 and have made incremental changes since to address underperforming route segments. In addition to that effort, staff is considering service changes for FY 2020/21 based on the District’s service adjustments in light of the COVID-19 pandemic.

The COVID-19 pandemic is the most significant factor that impacted Marin Transit service in FY 2019/20and has led to unprecedented times of change for the District. On March 16, 2020, the Governor placed the state under a shelter in place order that restricted travel to essential purposes. Since Marin County issued the Shelter-In-Place order, trends show a steep decrease in travel demand and significant decrease in overall ridership in the fourth quarter of FY 2019/20 across all programs. As an essential public service, Marin Transit continued to operate scheduled and on-demand service with three exceptions. The District suspended the Muir Woods Shuttle, Yellow Bus, and Supplemental School Routes due to the closure of Marin County schools and the Muir Woods National Monument. Given the precipitous decline in ridership across all fixed route and demand response programs, this report will delineate productivity and cost effectiveness into two categories: Pre-Covid (July 2019- February 2020) and Post-Covid (March 2020 through June 2020). This distinction will also demonstrate the pandemic’s impact on Marin Transit’s services and programs.

Overall, Marin Transit provided over 2.6 million unlinked passenger trips in FY 2019/20 with over 230,000 revenue hours of service. Compared to FY 2018/19, these numbers represent a 19.3% decrease in unlinked passenger trips and an 8.8% decrease in revenue hours. Ridership declined across all programs due to the pandemic, and most notably on the Muir Woods Shuttle, supplemental routes and Marin Access services. Suspension of the Muir Woods Shuttle, Yellow Bus, and the Supplemental School Routes removed an estimated 50,000 passenger trips per month. This amounted to approximately 20% of total fixed route ridership. The system-wide productivity rate was 11.3 riders per hour, about 11.9% lower than FY 2018/19. Corresponding passenger revenues decreased by 18.2% due to the dramatic fall in passenger demand after the pandemic began. Predictably, passenger subsidies increased to a systemwide average of $10.18 per passenger from $7.87 per passenger in FY 2018/19 due to higher operating costs and fewer passengers.

Fixed Route Fixed Route operations carried over 2.4 million unlinked passenger trips in FY 2019/20 with 175,806 revenue hours. These totals represent 92% of the District’s total trips and 76% of revenue hours. Compared to FY 2018/19, unlinked passenger trips on fixed route services decreased by 18.7% and revenue hours decreased by 2.4%. Overall productivity was 13.8 passengers per hour, approximately 16.7% lower than the 16.5 mark last fiscal year. Pre-Covid productivity in FY 2019/20 was 17 passengers per revenue hour, while Post-Covid productivity was 6.9 passengers per revenue hour.

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Compared to FY 2018/19, all fixed-route typologies experienced a decrease in overall ridership due to the pandemic. Fixed route passenger revenue decreased significantly (-19.7%) in FY 2019/20 compared to the previous year. The sharp decline in passengers and corresponding fare revenue lowered overall farebox recovery from 15.1% to 11.8% in FY 2019/20.

While Supplemental routes and the Muir Woods Shuttle were suspended in March and throughout the rest of FY 2019/20, all other fixed route service levels were maintained. During the last few weeks of FY 2019-20, the District operated a backup service on the Highway 101 corridor from Marin City to Novato and between the Canal area and San Rafael Transit Center. The backup service addressed pass-up issues due to limits on passenger capacity per vehicle to maintain safe physical distancing on buses. For performance tracking, staff refer to the backup service as Route “COVID.”

Yellow Bus In FY 2019/20, yellow bus service for the Ross Valley School District carried over 80,590 unlinked passenger trips (-31.8% compared to FY 2018/19) and operated 1,225 revenue hours. These totals represent 3% of the District’s total ridership and less than 1% of revenue hours. Passenger revenues decreased 7.8% due to lower pass sales and refunds. There was a modest decline in farebox recovery from 60.8% in FY 2018/19 to 59% in FY 2019/20 due to the suspension of yellow bus service in March.

Demand Response Demand Response programs carried 107,870 unlinked passenger trips in FY 2019/20 and operated 53,163 revenue hours of service. These totals represent 4% of the District’s total trips and 23% of revenue hours. Compared to FY 2018/19, unlinked passenger trips on demand response services decreased by 21.7% (29,843 trips) and revenue hours decreased by 23.9% (16,728 hours). Overall productivity was 2 passengers per hour, consistent with FY 2018/19.

Ridership on local paratransit, Novato Dial-A-Ride, and Rural Dial-A-Ride decreased significantly in FY 2019/20 compared to the prior year. Rural Dial-A-Ride consists of the Dillon Beach/Tomales and Point Reyes Station Dial-A-Ride. Most demand response services target seniors and persons with disabilities. Significant drops in demand for these services is due to vulnerability to the coronavirus and the closure of senior day programs. Correspondingly, passenger revenues for demand response services dropped 16.9% compared to the previous year.

Up until the pandemic, Marin Transit Connect performance metrics for FY 2019/20 show continued growth throughout the pilot program. Effective March 2020, the District limited boarding capacity to two passengers on Connect shuttles and stopped collecting fares.

Other Services Marin Access Mobility Management services include the Volunteer Driver and Catch-A-Ride programs. In FY 2019/20, these programs provided 23,284 unlinked passenger trips, about 1% of the District’s total trips. Compared to the prior fiscal year, ridership decreased by 18.3%. This reflected the lower volume of trips in the fourth quarter of the fiscal year due to the pandemic.

Performance Goals The District’s 2020-2029 Short-Range Transit Plan identifies fifteen goals and associated metrics that staff use to evaluate system performance. Performance goals at the route level are measured in both productivity (unlinked passengers per hour and per trip) and cost effectiveness (subsidy per unlinked passenger trip). Table 1 below summarizes route level performance goals

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by typology. Marin Transit has not identified productivity or cost-effectiveness goals for the Yellow Bus and Partnership typologies or the Connect service.

Table 3 on page 9 provides a detailed summary of annual FY 2019/20 performance data by program, route, and service typology.

Table 1: Productivity and Subsidy Goals by Service Typology Unlinked Passenger Subsidy per Service Typology Routes Trips per Hour Passenger Trip (at or above) (at or below) Local Trunkline 35, 36, 71X 20 $4.50 Local Basic 17, 22, 23, 23X, 29, 49 18 $6.50 Local Connector 219, 228, 233, 245, 251, 257 8 $9.00 Supplemental 113, 115, 117, 119, 125, 139, 145, 149, 151, 154 20 per trip $3.00 Rural 61, 68 6 $12.00 Recreational 66 (Muir Woods Shuttle) 25 $3.00 Local DAR, Novato DAR, Dillon Beach/Tomales DAR, Demand Response 2 $35.00 Point Reyes DAR

Using the productivity goals in Table 1, only the Local Trunkline and Supplemental fixed route typologies met their productivity goals for the fiscal year due to the impact of the pandemic. Local Trunkline and Supplemental typologies met their productivity goals overall with 21.5 passengers per revenue hour and 26.5 passengers per trip, respectively. Routes 35 and 36 met the productivity target, while Route 71X did not meet the target. All Supplemental routes met their productivity targets except Routes 125, 139, and 149.

Excluding Supplemental service, Route 35 was the most productive local fixed-route service and carried an average of 23.8 passengers per hour. Route 145 (Terra Linda High School – San Rafael) was the best performing Supplemental route with 36 passengers per trip. Despite drops in ridership, all Demand Response services met their 2 passenger per hour productivity targets including Local Paratransit and Novato DAR.

Pre-Covid ridership statistics (July 2019-February 2020) indicate that all fixed route typologies met their productivity goals, except Local Basic and Recreational. Route 23 was the only Local Basic route that met its productivity target. The Muir Woods Shuttle (Recreational) fell just short of its 25 passengers per hour target with 24.3 passengers per hour. All Local Connector routes except Route 228 met their productivity target pre-pandemic. Route 61 productivity fell just shy of the 6 passenger per hour target at 5.9. Overall, Rural Routes 61 and 68 cumulatively met the productivity target pre-pandemic.

Figure 1 provides FY 2019/20 productivity levels and productivity goals by service typology and route level for the entire fiscal year. Figure 2 provides productivity goals by service typology and route level for pre-pandemic (July 2019-February 2020) and after onset (March 2020-June 2020).

Overall, Local Fixed Route service typologies and Demand Response programs did not meet their goal for cost effectiveness for either the entire fiscal year or prior to the pandemic. Only Supplemental Routes 119, 145, 151, and Point Reyes DAR met their

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subsidy targets in FY 2019/20. This was a noticeable decrease compared to last year. Figure 3 provides a breakdown of FY 2019/20 subsidy levels and respective subsidy goals by service typology and at the individual route level. Figure 4 provides the subsidy levels and respective subsidy goals by service typology and individual route level for the months prior to the pandemic (July 2019-February 2020) and since (March 2020-June 2020).

Ridership Trends The overall ridership was trending on a steady growth in FY2019/20 prior to pandemic. There was a 4.1% increase in systemwide ridership in FY2019/20 compared to the same time in FY 2018/19. The COVID-19 pandemic has led to a precipitous reduction in travel demand and significant decrease in overall ridership across all programs that led to a 63.3% decline in systemwide ridership in March through June 2020.

In FY 2019/20, fixed-route ridership declined by 18.7% decrease with minimal changes in service levels from the prior fiscal year. That does not include the services suspended due to the pandemic. Comparatively, Marin Transit had less of a decline than peer agencies. As reported in the National Transit Database, bus ridership declined by 20% nationwide during FY 2019/20 compared to the prior year. Within in the Bay Area, most peer agencies experienced ridership declines of at least 20%. These include County Connection, SamTrans, Napa VINE and Sonoma County Transit. Golden Gate Transit reported a decrease of 26.8% in fixed route bus ridership for FY 2019/20.

Marin Transit services and programs have continued to run at the fully planned service levels, aside from the Muir Wood Shuttle, Supplemental School, and Yellow Bus programs and missed service due to operator shortages in April-July. The suspension of Muir Woods Shuttle, Yellow Bus and the Supplemental services contributes to approximately 20 percent of total fixed route ridership. Weather conditions also contribute to changes in ridership patterns and activity. There was much less rain during FY 2019/20 than the previous fiscal year, and this tends to increase ridership.

In FY 2019/20, there were no major service changes. There were 314,709 transfers taken by passengers using pay cash fares. The transfer ratio is defined as the number of boarding trips (unlinked passenger trips) divided by the number of originating trips (linked passenger trips). This ratio can be used to evaluate the impact of transfers on ridership independent of other factors. In FY 2019/20, the overall transfer ratio was 1.33. When estimating linked passenger trips based on these ratios, the number of individual Marin Transit passengers in FY 2019/20 remained relatively constant compared to the prior year.

Overall demand for Marin Access mobility management programs decreased by 21.7% in FY 2019/20 compared with FY 2018/19. Declines in ridership varied from program to program. All programs experienced declines due to the vulnerability of those who rely on Marin Access programs caused by the coronavirus and closure of senior day programs. Local Paratransit had the largest decrease (-24.1%). The course of the pandemic will likely affect future ridership levels, especially for older adults and persons with disabilities.

Table 2 summarizes the factors that can influence ridership numbers and qualitatively evaluates their impact.

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Table 2: Factors Impacting Ridership Comparison Factor FY 2018/19 FY 2019/20 Impact Weekdays 256 254  Weekends & Holidays 115 112  Days of Service School days 195 127  Muir Woods Shuttle 152 114  Transfer Ratio (ratio of unlinked to linked trips) 1.31 1.33 -- Service Disruptions Canceled service (trips) 550 432  Rainfall (inches) 46.97 22.78  Gas Prices $3.58 $3.45 -- Unemployment Rate 2.3% 4.4% 

FY 2020/21 Performance Outlook The District plans to operate nearly 230,000 annual hours of service across all programs in Marin County. These service levels have continuously increased since 2010 to provide more frequency and expand transit options for Marin County residents. Marin Transit does not anticipate significant expansion in the local fixed route program in FY 2020/21. The District is implementing changes to the network to alleviate overcrowding and mitigate pass-up activity caused by boarding capacity limitations. The District is also considering minor temporary service expansion to compensate for regional service cuts and preserve service along the Highway 101 corridor for local Marin County passengers.

Marin Transit will continue to suspend yellow bus service in the Ross Valley, the Muir Woods Shuttle. and the majority of Supplemental School routes. Staff are in close communication with school districts and the National Park Service to identify when services may resume. The District anticipates a slow rebound of fixed route and Marin Access ridership levels in FY 2020/21 should conditions related to the COVID-19 global pandemic improve.

The District has adopted changes to its fare policy with a focus on creating a revenue-neutral plan and adjusted fares to better align the features offered through each service. Staff anticipates the policy changes will mostly impact fare payment behavior and ridership patterns. This is especially true for Marin Access services where riders often use multiple services and programs to maintain their mobility.

Marin Transit forecasts that the amount of available funding from a number of state and local funding sources will be negatively affected by the impact of the ongoing pandemic on the economy. Beyond the next two fiscal years, the District’s financial outlook remains uncertain. Near-term financial conditions enable the District to temporarily expand some services to mitigate the pass-up activity. The long-term financial picture is unclear. Boarding capacity limitations remain in place to provide adequate social distancing. Staff will be working to understand how limited boarding capacity will affect future service and operations as the economy reopens. Staff will closely monitor service and ridership levels and continue to respond to changing circumstances as needed.

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Table 3: System-wide Performance Statistics, FY 2019/20 Revenue Operating Passenger Pass. Trips Per Subsidy Per Farebox Route Passengers Hours Costs Revenue Rev Hr (Trip) Passenger Recovery Fixed Route 2,423,027 175,806 $23,322,647 $2,762,613 13.8 $8.49 11.8% Local Trunkline 947,011 44,131 $6,894,678 $950,254 21.5 $6.28 13.8% 35 558,102 23,418 $3,641,157 $549,323 23.8 $5.54 15.1% 36 295,323 13,399 $2,069,446 $284,633 22.0 $6.04 13.8% 71X 93,586 7,313 $1,184,075 $116,298 12.8 $11.41 9.8% Local Basic 811,175 62,984 $8,127,596 $880,113 12.9 $8.93 10.8% 17 207,260 14,354 $2,238,709 $233,193 14.4 $9.68 10.4% 22 169,862 17,482 $1,822,347 $206,533 9.7 $9.51 11.3% 23 160,558 10,659 $1,615,770 $171,943 15.1 $8.99 10.6% 23X 36,760 2,714 $417,022 $36,275 13.5 $10.36 8.7% 29 30,610 2,758 $423,613 $32,412 11.1 $12.78 7.7% 49 206,125 15,016 $1,610,135 $199,757 13.7 $6.84 12.4% Local Connector 324,106 42,607 $4,411,089 $347,197 7.6 $12.54 7.9% 219 42,812 6,519 $686,295 $51,889 6.6 $14.82 7.6% 228 62,930 10,077 $1,025,348 $78,996 6.2 $15.04 7.7% 233 31,909 4,374 $453,569 $34,535 7.3 $13.13 7.6% 245 41,862 4,360 $443,696 $42,336 9.6 $9.59 9.5% 251 86,853 9,553 $1,003,529 $78,717 9.1 $10.65 7.8% 257 57,740 7,723 $798,652 $60,724 7.5 $12.78 7.6% Supplemental 127,174 2,929 $497,952 $72,832 43.4 (26.5) $3.34 14.6% 113 12,055 247 $45,005 $8,395 48.9 (21.4) $3.04 18.7% 115 7,996 221 $39,306 $3,635 36.2 (21.9) $4.46 9.2% 117 14,790 304 $53,163 $6,497 48.7 (24.7) $3.16 12.2% 119 24,474 425 $79,049 $16,479 57.6 (32.5) $2.56 20.8% 125 6,906 387 $62,677 $6,309 17.9 (14.6) $8.16 10.1% 139 4,254 211 $35,029 $3,780 20.1 (17.6) $7.35 10.8% 145 13,858 170 $29,219 $5,753 81.7 (38.2) $1.69 19.7% 149 5,157 208 $33,632 $2,133 24.8 (13.6) $6.11 6.3% 151 29,106 532 $86,043 $14,172 54.7 (34.9) $2.47 16.5% 154 8,578 226 $34,829 $5,679 38.0 (36.0) $3.40 16.3% COVID 5,613 1,162 $303,116 $7,592 4.8 (3.0) $52.65 2.5% Recreational 101,825 4,340 $1,006,174 $306,849 23.5 $6.87 30.5% 66 101,825 4,340 $1,006,174 $306,849 23.5 $6.87 30.5% Rural 90,286 15,921 $1,815,344 $90,504 5.7 $19.10 5.0% 61 23,447 5,243 $590,881 $24,727 4.5 $24.15 4.2% 68 66,839 10,677 $1,224,463 $65,777 6.3 $17.34 5.4% Partnership 15,837 1,734 $266,698 $107,272 9.1 $10.07 40.2% 122 15,837 1,734 $266,698 $107,272 9.1 $10.07 40.2% Yellow Bus 80,590 1,225 $781,540 $460,904 65.8 (26.8) $3.98 59.0% Hidden Valley 3,798 177 $112,941 $20,536 21.5 (10.7) $24.33 18.2% White Hill 76,792 1,048 $668,599 $440,368 73.3 (28.9) $2.97 65.9% Demand Response 107,870 53,163 $5,688,432 $207,711 2.0 $50.81 3.7% Local Paratransit 90,988 44,720 $4,899,093 $169,891 2.0 $51.98 3.5% Connect 11,837 5,953 $567,418 $27,259 2.0 $45.63 4.8% Novato DAR 4,442 2,115 $197,924 $7,964 2.1 $42.76 4.0% Dillon DAR 368 250 $15,921 $1,590 1.5 $38.94 10.0% Pt Reyes DAR 235 126 $8,076 $1,007 1.9 $30.08 12.5% Other Services 28,494 - $485,809 $21,287 - $19.95 4.4% Volunteer Driver(1) 11,142 - $124,172 - $11.14 0.0% Catch-A-Ride(1) 12,142 - $361,637 $21,289 - $28.03 5.9% Total 2,634,771 230,194 $30,278,428 $3,452,517 11.3 $10.18 11.4% Notes: Values in red indicate performance that does not meet District

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Table 4: System-wide Performance Statistics, FY 2019/20 Pre-COVID (Jul 2019-Feb 2020) Passengers Subsidy FY20 Ridership Revenue Operating Passenger Farebox Route Passengers Per Rev. Hr. Per compared to Hours Costs Revenue Recovery (Trip) Passenger FY19 Fixed Route 2,032,908 119,412 $15,760,527 $2,266,125 17.0 $6.64 14.4% 4.2% Local 778,495 29,342 $4,633,035 $747,795 26.5 $4.99 16.1% 3.3% Trunkline Local Basic 674,401 42,801 $5,554,097 $704,800 15.8 $7.19 12.7% 5.6% Local 273,057 28,336 $2,914,329 $278,343 9.6 $9.65 9.6% 9.0% Connector Supplemental 117,745 2,691 $453,546 $66,994 43.8 (26.7) $3.28 14.8% 7.6% Recreational 100,017 4,119 $761,815 $297,909 24.3 $4.64 39.1% -8.0% Rural 74,652 10,535 $1,202,872 $73,676 7.1 $15.13 6.1% 2.0% Partnership 14,541 1,588 $240,833 $96,608 9.2 $9.92 40.1% -12.0%

Yellow Bus 74,354 761 $523,190 $333,735 97.7 (39.8) $2.55 63.8% 2.6%

Demand Response 93,772 44,293 $3,903,821 $172,925 2.1 $39.79 4.4% 4.8%

Other Services 18,613 - $360,478 $18,820 - $18.36 5.2% -2.3%

Total 2,219,647 164,466 $20,548,016 $2,791,605 13.4 $8.00 13.6% 4.1% Notes: Values in red indicate performance that does not meet District

Table 5: System-wide Performance Statistics, FY 2019/20 Post-COVID (Mar-Jun 2020) Subsidy Passengers FY20 Ridership Revenue Operating Passenger Per Farebox Route Passengers Per Rev. compared to Hours Costs Revenue Passeng Recovery Hr. (Trip) FY19 er Fixed Route 390,119 56,394 $7,562,120 $496,488 6.9 $18.11 6.6% -62.1% Local Trunkline 168,516 14,789 $2,261,643 $202,459 11.4 $12.22 9.0% -56.8% Local Basic 136,774 20,183 $2,573,499 $175,313 6.8 $17.53 6.8% -58.7% Local 51,049 14,271 $1,496,760 $68,854 3.6 $27.97 4.6% -63.3% Connector Supplemental 9,429 238 $44,406 $5,838 39.7 (24.2) $4.09 13.1% -86.0% Recreational 1,808 221 $244,359 $8,940 8.2 $130.21 3.7% -96.5% Rural 15,634 5,386 $612,472 $16,828 2.9 $38.10 2.7% -61.6% Partnership 1,296 146 $25,865 $10,664 8.9 $11.73 41.2% -82.0%

Yellow Bus 6,236 464 $258,350 $127,169 13.5 (5.5) $21.04 49.2% -86.4%

Demand Response 14,098 8,869 $1,784,611 $34,786 1.6 $124.12 1.9% -70.8%

Other Services 4,671 - $125,331 $2,469 - $26.30 2.0% -50.5%

Total 415,124 65,727 $9,730,412 $660,912 6.2 $21.85 6.8% -63.3%

Notes: Values in red indicate performance that does not meet District

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Figure 1: FY 2019/20 Passengers per Revenue Hour by Route 50 meets goal 45 school routes show passengers per service standard trip does not meet 40 goal

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20 Passengers per Revenue Hour Revenue per Passengers 15

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0 35 36 17 22 23 29 49 66 61 68 219 228 233 245 251 257 113 115 117 119 125 139 145 151 154 71X 23X Connect Dillon DAR Dillon Rural Totals Novato DAR Novato Local Paratransit Local Basic Totals Recreational Totals Recreational Supplemental Totals Local Trunkline Totals Trunkline Local Local Connector Totals Demand Response Totals

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Figure 2: Passengers per Revenue Hour by Route (Pre-COVID and Post-COVID ) 50

meets goal 45 school routes show passengers per service standard trip does not meet goal 40

35 Pre-COVID Post-COVID 30

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20 Passengers per Revenue Hour Revenue per Passengers

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0 35 36 17 22 23 29 49 66 61 68 219 228 233 245 251 257 113 115 117 119 125 139 145 151 154 71X 23X Connect Dillon DAR Dillon Rural Totals Novato DAR Novato Local Paratransit Local Basic Totals Recreational Totals Recreational Supplemental Totals Local Trunkline Totals Trunkline Local Local Connector Totals Demand Response Totals

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Figure 3: FY 2019/20 Subsidy per Passenger by Route $60

does not meet goal $50 service standard

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$40

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$0 35 36 17 22 23 29 49 66 61 68 219 228 233 245 251 257 113 115 117 119 125 139 145 151 154 71X 23X Connect Dillon DAR Dillon Rural Totals Novato DAR Novato Local Paratransit Local Basic Totals Recreational Totals Recreational Supplemental Totals Local Trunkline Totals Trunkline Local Local Connector Totals Demand Response Totals

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Figure 4: FY 2019/20 Subsidy per Passenger by Route (Pre-COVID and Post-COVID) $140 Pre-COVID does not meet goal Post-COVID $120 service standard meets goal

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$0 35 36 17 22 23 29 49 66 61 68 219 228 233 245 251 257 113 115 117 119 125 139 145 151 154 71X 23X Connect Dillon DAR Dillon Rural Totals Novato DAR Novato Local Paratransit Local Basic Totals Recreational Totals Recreational Supplemental Totals Local Trunkline Totals Trunkline Local Local Connector Totals Demand Response Totals

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Attachment A: Route Profiles

17/17X Sausalito – Marin City – Mill Valley – San Rafael 22 San Rafael Transit Center – San Anselmo – Marin City 23 Fairfax – San Anselmo – San Rafael – Canal 23X Manor – Fairfax – San Anselmo – San Rafael – Canal 29 Canal – San Rafael Transit Center – Larkspur – College of Marin – Marin General 35 Canal – San Rafael Transit Center – Marin Civic Center – Northgate Mall – Novato 36 Canal – San Rafael Transit Center – Marin City 49 Novato – Ignacio – Hamilton – Marin Civic Center – San Rafael Transit Center 61 West Marin Stagecoach (Sausalito – Marin City – Mill Valley – Stinson Beach – Bolinas) 66 Muir Woods Shuttle 68 West Marin Stagecoach (San Rafael Transit Center – San Anselmo – Pt. Reyes Station – Inverness) 71X Novato – San Rafael Transit Center – Marin City – Sausalito 113 Redwood High School – Paradise Cay 115 Sausalito – Willow Creek – Marin City – Mill Valley – St. Hilary 117 Neil Cummins / Hall Middle School – E. Corte Madera – Cove School 119 Tiburon – Belvedere – Redwood High School 122 San Rafael Transit Center – San Anselmo – College of Marin 125 Lagunitas – Sir Francis Drake HS – San Anselmo – San Rafael 139 Terra Linda High School – Lucas Valley 145 Terra Linda High School – San Rafael 149 Hamilton—Novato High School 151 Hamilton – Ignacio – San Jose Middle School – Novato High School – San Marin High School 154 Olive – San Marin High School – Sinaloa Middle School – Novato 219 Tiburon – Strawberry 228 San Rafael Transit Center – Larkspur – San Anselmo – Fairfax 233 Santa Venetia – Marin Civic Center – San Rafael Transit Center 245 San Rafael Transit Center – Northgate Mall – Kaiser – Smith Ranch Road 251 San Marin – Novato – Vintage Oaks – IVC – Ignacio – Hamilton 257 San Rafael – Northgate Mall – Kaiser – Marinwood – Hamilton – Ignacio – IVC Hdn Valley Ross Valley Yellow Bus (Fairfax – San Anselmo – Hidden Valley ES) White Hill Ross Valley Yellow Bus (San Anselmo – Sleepy Hollow – Fairfax – White Hill MS)

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Item 6 151 17 Local Basic

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 10% % transfer (to route): 45% % Clipper usage: 19%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 162,697 13,558 641 11,238 937 44 169,257 14,105 666 Saturday 22,905 1,909 440 1,478 123 28 23,766 1,981 457 Sunday 21,658 1,805 361 1,638 137 27 26,188 2,182 436 Total 207,260 17,272 566 14,354 1,196 39 219,211 18,268 599

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $1,752,032 $146,003 $6,898 $181,112 $15,093 $713 $1,570,920 $130,910 $6,185 Saturday $230,960 $19,247 $4,442 $26,824 $2,235 $516 $204,136 $17,011 $3,926 Sunday $255,717 $21,310 $4,262 $25,257 $2,105 $421 $230,460 $19,205 $3,841 FY 2019/20 DATA FY Total $2,238,709 $186,559 $6,117 $233,193 $19,433 $637 $2,005,516 $167,126 $5,480

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 14.5 $9.66 $155.90 10.3% Saturday 15.5 $8.91 $156.23 11.6% Sunday 13.2 $10.64 $156.12 9.9% Total 14.4 $9.68 $155.96 10.4%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 280,486 15, 330 $2,041,616 $302,337 $1,739,279 18.3 $6.20 $133.17 14.8% FY 2017 247,998 14,757 $2,076,786 $319,761 $1,757,025 16.8 $7.08 $140.73 15.4%

Historic Trends FY 2018 250,651 14,885 $2,252,338 $298,773 $1,953,565 16.8 $7.79 $151.32 13.3% FY 2019 251,013 14,940 $2,251,945 $287,580 $1,964,365 16.8 $7.83 $150.73 12.8% FY 2020 207,260 14,354 $2,238,709 $233,193 $2,005,516 14.4 $9.68 $155.96 10.4%

Passengers Revenue Hours Operating Costs 280,486 300,000 247,998 250,651 251,013 15,600 15,330 $2,300,000 $2,252,338 $2,251,945 $2,238,709 15,400 250,000 207,260 $2,250,000 15,200 14,940 $2,200,000 200,000 14,885 15,000 14,757 $2,150,000 14,800 $2,076,786 150,000 $2,100,000 14,600 14,354 $2,041,616 100,000 14,400 $2,050,000 $2,000,000 50,000 14,200 14,000 $1,950,000 0 13,800 $1,900,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 30.0 $200 $14.00 $151.32 $150.73 $155.96 25.0 $12.00 $133.17 $140.73 18.3 $9.68 $150 20.0 16.8 16.8 16.8 $10.00 $7.79 $7.83 14.4 $7.08 15.0 $8.00 $6.20 $100 $6.00 10.0 $4.00 $50 5.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 152 22 Local Basic

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 11% % transfer (to route): 41% % Clipper usage: 14%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 142,914 11,910 563 14,406 1,201 57 123,160 10,263 485 Saturday 14,463 1,205 278 1,432 119 28 14,074 1,173 271 Sunday 12,485 1,040 208 1,644 137 27 16,510 1,376 275 Total 169,862 14,155 464 17,482 1,457 48 153,745 12,812 420

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $1,501,017 $125,085 $5,910 $175,504 $14,625 $691 $1,325,513 $110,459 $5,219 Saturday $149,465 $12,455 $2,874 $16,641 $1,387 $320 $132,824 $11,069 $2,554 Sunday $171,865 $14,322 $2,864 $14,388 $1,199 $240 $157,477 $13,123 $2,625 FY 2019/20 DATA FY Total $1,822,347 $151,862 $4,979 $206,533 $17,211 $564 $1,615,814 $134,651 $4,415

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 9.9 $9.27 $104.19 11.7% Saturday 10.1 $9.18 $104.40 11.1% Sunday 7.6 $12.61 $104.55 8.4% Total 9.7 $9.51 $104.24 11.3%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 243,635 14, 872 $1,971,172 $259,453 $1,711,719 16.4 $7.03 $132.55 13.2% FY 2017 215,758 17,553 $1,619,319 $273,059 $1,346,260 12.3 $6.24 $92.25 16.9%

Historic Trends FY 2018 207,816 17,906 $1,825,020 $256,290 $1,568,730 11.6 $7.55 $101.92 14.0% FY 2019 202,297 17,484 $1,739,758 $243,184 $1,496,574 11.6 $7.40 $99.51 14.0% FY 2020 169,862 17,482 $1,822,347 $206,533 $1,615,814 9.7 $9.51 $104.24 11.3% Passengers Revenue Hours Operating Costs 300,000 20,000 17,553 17,906 17,484 17,482 $2,500,000 243,635 $1,971,172 14,872 $1,825,020 $1,822,347 250,000 215,758 207,816 202,297 $2,000,000 $1,739,758 15,000 $1,619,319 200,000 169,862 $1,500,000 150,000 10,000 $1,000,000 100,000 5,000 50,000 $500,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 30.0 $200 $14.00 25.0 $12.00 $9.51 $150 $132.55 20.0 16.4 $10.00 $7.55 $101.92 $104.24 $7.03 $7.40 $92.25 $99.51 15.0 12.3 11.6 11.6 $8.00 $6.24 9.7 $100 $6.00 10.0 $4.00 $50 5.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 153 23 Local Basic

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 11% % transfer (to route): 37% % Clipper usage: 11%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 117,865 9,822 464 7,734 645 30 62,369 5,197 246 Saturday 22,118 1,843 425 1,396 116 27 11,200 933 215 Sunday 20,575 1,715 343 1,529 127 25 12,491 1,041 208 Total 160,558 13,380 439 10,659 888 29 86,060 7, 172 235

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $1,173,354 $97,780 $4,620 $125,273 $10,439 $493 $1,048,081 $87,340 $4,126 Saturday $210,961 $17,580 $4,057 $23,987 $1,999 $461 $186,974 $15,581 $3,596 Sunday $231,455 $19,288 $3,858 $22,683 $1,890 $378 $208,772 $17,398 $3,480 FY 2019/20 DATA FY Total $1,615,770 $134,648 $4,415 $171,943 $14,329 $470 $1,443,827 $120,319 $3,945

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 15.2 $8.89 $151.71 10.7% Saturday 15.8 $8.45 $151.17 11.4% Sunday 13.5 $10.15 $151.34 9.8% Total 15.1 $8.99 $151.58 10.6%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 268,218 13, 154 $1,703,216 $308,138 $1,395,078 20.4 $5.20 $129.48 18.1% FY 2017 199,150 11,065 $1,508,659 $246,908 $1,261,751 18.0 $6.34 $136.35 16.4%

Historic Trends FY 2018 196,569 11,070 $1,618,197 $230,746 $1,387,451 17.8 $7.06 $146.18 14.3% FY 2019 193,127 11,066 $1,610,256 $213,697 $1,396,559 17.5 $7.23 $145.52 13.3% FY 2020 160,558 10,659 $1,615,770 $171,943 $1,443,827 15.1 $8.99 $151.58 10.6% Passengers 300,000 268,218 Revenue Hours Operating Costs 13,154 14,000 $1,750,000 250,000 $1,703,216 199,150 11,065 11,070 11,066 196,569 193,127 12,000 10,659 $1,700,000 200,000 160,558 10,000 $1,650,000 $1,618,197 $1,610,256 $1,615,770 150,000 8,000 $1,600,000 100,000 6,000 $1,550,000 $1,508,659 50,000 4,000 $1,500,000 0 2,000 $1,450,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $1,400,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 25.0 20.4 $14.00 $200 20.0 18.0 17.8 17.5 $12.00 $146.18 $145.52 $151.58 15.1 $8.99 $129.48 $136.35 $10.00 $150 15.0 $7.06 $7.23 $8.00 $6.34 $5.20 $100 10.0 $6.00 $4.00 5.0 $50 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 154 23X Local Basic

Days of Service: Wkdy Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 9% % transfer (to route): 49% % Clipper usage: 12%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 36,760 3,063 145 2,714 226 11 26,938 2,245 106 Saturday ------Sunday ------Total 36,760 3,063 145 2, 714 226 11 26,938 2, 245 106

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $417,022 $34,752 $1,642 $36,275 $3,023 $143 $380,747 $31,729 $1,499 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $417,022 $34,752 $1,642 $36,275 $3,023 $143 $380,747 $31,729 $1,499

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 13.5 $10.36 $153.63 8.7% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 13.5 $10.36 $153.63 8.7%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 2,548 189 $23,303 $2,272 $21,031 13.5 $8.25 $123.30 9.7% FY 2017 49,255 3,445 $473,413 $57,438 $415,975 14.3 $8.45 $137.44 12.1%

Historic Trends FY 2018 52,463 3,407 $502,240 $56,785 $445,455 15.4 $8.49 $147.43 11.3% FY 2019 44,339 2,827 $416,556 $44,516 $372,040 15.7 $8.39 $147.35 10.7% FY 2020 36,760 2,714 $417,022 $36,275 $380,747 13.5 $10.36 $153.63 8.7% Passengers Revenue Hours Operating Costs 60,000 52,463 49,255 44,339 4,000 3,445 3,407 $600,000 $502,240 50,000 $473,413 36,760 3,500 2,827 2,714 $500,000 $416,556 $417,022 40,000 3,000 $400,000 30,000 2,500 2,000 $300,000 20,000 1,500 $200,000 10,000 2,548 1,000 189 $100,000 0 500 $23,303 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 30.0 $200 $14.00 25.0 $147.43 $147.35 $153.63 $12.00 $10.36 $137.44 $150 $123.30 20.0 15.4 15.7 $10.00 $8.25 $8.45 $8.49 $8.39 13.5 14.3 13.5 15.0 $8.00 $100 10.0 $6.00 $4.00 $50 5.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 155 29 Local Basic

Days of Service: Wkdy Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 8% % transfer (to route): 54% % Clipper usage: 12%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 30,610 2,551 121 2,758 230 11 30,540 2,545 120 Saturday ------Sunday ------Total 30,610 2,551 121 2, 758 230 11 30,540 2, 545 120

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $423,613 $35,301 $1,668 $32,412 $2,701 $128 $391,201 $32,600 $1,540 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $423,613 $35,301 $1,668 $32,412 $2,701 $128 $391,201 $32,600 $1,540

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 11.1 $12.78 $153.58 7.7% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 11.1 $12.78 $153.58 7.7%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 181,786 10, 502 $1,378,760 $219,997 $1,158,763 17.3 $6.37 $131.29 16.0% FY 2017 40,103 3,707 $509,475 $49,634 $459,841 10.8 $11.47 $137.45 9.7%

Historic Trends FY 2018 40,315 3,299 $487,313 $45,550 $441,763 12.2 $10.96 $147.71 9.3% FY 2019 38,827 2,943 $433,463 $38,905 $394,558 13.2 $10.16 $147.27 9.0% FY 2020 30,610 2,758 $423,613 $32,412 $391,201 11.1 $12.78 $153.58 7.7% Passengers 200,000 181,786 Revenue Hours Operating Costs 12,000 10,502 $1,600,000 $1,378,760 150,000 10,000 $1,400,000 $1,200,000 8,000 100,000 $1,000,000 6,000 $800,000 40,103 40,315 38,827 $509,475 30,610 3,707 3,299 $487,313 $433,463 $423,613 50,000 4,000 2,943 2,758 $600,000 $400,000 2,000 0 $200,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 30.0 $200 $14.00 $12.78 $11.47 $10.96 $147.71 $147.27 $153.58 25.0 $12.00 $10.16 $137.45 $150 $131.29 20.0 17.3 $10.00 12.2 13.2 $8.00 $6.37 15.0 10.8 11.1 $100 $6.00 10.0 $4.00 $50 5.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 156 35 Local Trunkline

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 30 min Avg Freq (Wked): 30 min

FY 2020 Farebox Recovery: 15% % transfer (to route): 32% % Clipper usage: 8%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 414,248 34,521 1,631 17,412 1,451 69 225,169 18,764 886 Saturday 71,802 5,984 1,381 2,794 233 54 42,487 3,541 817 Sunday 72,052 6,004 1,201 3,213 268 54 48,746 4,062 812 Total 558,102 46,509 1, 525 23,418 1, 952 64 316,401 26,367 864

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $2,703,410 $225,284 $10,643 $403,195 $33,600 $1,587 $2,300,215 $191,685 $9,056 Saturday $436,115 $36,343 $8,387 $73,468 $6,122 $1,413 $362,647 $30,221 $6,974 Sunday $501,632 $41,803 $8,361 $72,660 $6,055 $1,211 $428,972 $35,748 $7,150 FY 2019/20 DATA FY Total $3,641,157 $303,430 $9,949 $549,323 $45,777 $1,501 $3,091,834 $257,653 $8,448

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 23.8 $5.55 $155.26 14.9% Saturday 25.7 $5.05 $156.11 16.8% Sunday 22.4 $5.95 $156.14 14.5% Total 23.8 $5.54 $155.48 15.1%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 472,718 9,300 $1,202,986 $544,109 $658,877 50.8 $1.39 $129.35 45.2% FY 2017 658,869 23,052 $3,234,308 $729,775 $2,504,533 28.6 $3.80 $140.30 22.6%

Historic Trends FY 2018 665,936 23,006 $3,476,029 $697,189 $2,778,840 28.9 $4.17 $151.09 20.1% FY 2019 669,515 22,993 $3,462,742 $659,940 $2,802,802 29.1 $4.19 $150.60 19.1% FY 2020 558,102 23,418 $3,641,157 $549,323 $3,091,834 23.8 $5.54 $155.48 15.1% Passengers Operating Costs 800,000 Revenue Hours 658,869 665,936 669,515 23,052 23,006 22,993 23,418 700,000 25,000 $4,000,000 $3,476,029 $3,462,742 $3,641,157 558,102 $3,234,308 600,000 $3,500,000 472,718 20,000 500,000 $3,000,000 400,000 15,000 $2,500,000 300,000 9,300 $2,000,000 $1,202,986 200,000 10,000 $1,500,000 $1,000,000 100,000 5,000 0 $500,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 80.0 $10.00 $200 70.0 $151.09 $150.60 $155.48 $8.00 $140.30 50.8 $129.35 60.0 $5.54 $150 50.0 $6.00 $3.80 $4.17 $4.19 40.0 28.9 29.1 $100 28.6 $4.00 30.0 23.8 $1.39 20.0 $2.00 $50 10.0 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 157 36 Local Trunkline

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 30 min Avg Freq (Wked): 30 min

FY 2020 Farebox Recovery: 14% % transfer (to route): 34% % Clipper usage: 8%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 237,694 19,808 936 9,867 822 39 130,107 10,842 512 Saturday 28,707 2,392 552 1,645 137 32 21,681 1,807 417 Sunday 28,922 2,410 482 1,888 157 31 24,925 2,077 415 Total 295,323 24,610 807 13,399 1, 117 37 176,713 14,726 483

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $1,523,320 $126,943 $5,997 $222,985 $18,582 $878 $1,300,335 $108,361 $5,119 Saturday $254,160 $21,180 $4,888 $30,845 $2,570 $593 $223,315 $18,610 $4,295 Sunday $291,966 $24,331 $4,866 $30,803 $2,567 $513 $261,163 $21,764 $4,353 FY 2019/20 DATA FY Total $2,069,446 $172,454 $5,654 $284,633 $23,719 $778 $1,784,813 $148,734 $4,877

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 24.1 $5.47 $154.39 14.6% Saturday 17.5 $7.78 $154.54 12.1% Sunday 15.3 $9.03 $154.65 10.6% Total 22.0 $6.04 $154.45 13.8%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 119,593 3,462 $457,211 $129,715 $327,496 34.5 $2.74 $132.05 28.4% FY 2017 342,178 13,636 $1,901,678 $369,132 $1,532,546 25.1 $4.48 $139.46 19.4% FY 2018 361,490 13, 700 $2,054,477 $359,118 $1,695,359 26.4 $4.69 $149.96 17.5% Historic Trends FY 2019 360,024 13,707 $2,045,820 $349,952 $1,695,868 26.3 $4.71 $149.25 17.1% FY 2020 295,323 13,399 $2,069,446 $284,633 $1,784,813 22.0 $6.04 $154.45 13.8% Passengers 361,490 Revenue Hours Operating Costs 400,000 342,178 360,024 350,000 16,000 $2,500,000 295,323 13,636 13,700 13,707 13,399 $2,054,477 $2,045,820 $2,069,446 300,000 14,000 $1,901,678 $2,000,000 250,000 12,000 200,000 10,000 $1,500,000 119,593 150,000 8,000 100,000 6,000 $1,000,000 3,462 $457,211 4,000 50,000 $500,000 0 2,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 80.0 $10.00 $200 70.0 $149.96 $149.25 $154.45 60.0 $8.00 $132.05 $139.46 $6.04 $150 50.0 34.5 $6.00 $4.69 $4.71 40.0 $4.48 25.1 26.4 26.3 $100 30.0 22.0 $4.00 $2.74 20.0 $50 10.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 158 49 Local Basic

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 12% % transfer (to route): 29% % Clipper usage: 12%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 171,400 14,283 675 11,700 975 46 154,310 12,859 608 Saturday 17,751 1,479 341 1,534 128 29 19,280 1,607 371 Sunday 16,974 1,415 283 1,782 148 30 22,412 1,868 374 Total 206,125 17,177 563 15,016 1, 251 41 196,003 16,334 536

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $1,255,902 $104,659 $4,944 $165,813 $13,818 $653 $1,090,089 $90,841 $4,292 Saturday $163,686 $13,641 $3,148 $17,345 $1,445 $334 $146,341 $12,195 $2,814 Sunday $190,547 $15,879 $3,176 $16,599 $1,383 $277 $173,948 $14,496 $2,899 FY 2019/20 DATA FY Total $1,610,135 $134,178 $4,399 $199,757 $16,646 $546 $1,410,378 $117,532 $3,853

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 14.6 $6.36 $107.34 13.2% Saturday 11.6 $8.24 $106.73 10.6% Sunday 9.5 $10.25 $106.95 8.7% Total 13.7 $6.84 $107.23 12.4%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 147,480 6,795 $900,804 $146,345 $754,459 21.7 $5.12 $132.57 16.2% FY 2017 237,236 14,590 $1,264,294 $274,498 $989,796 16.3 $4.17 $86.65 21.7%

Historic Trends FY 2018 244,998 14,842 $1,458,817 $259,446 $1,199,371 16.5 $4.90 $98.29 17.8% FY 2019 240,511 14,843 $1,526,326 $231,323 $1,295,003 16.2 $5.38 $102.83 15.2% FY 2020 206,125 15,016 $1,610,135 $199,757 $1,410,378 13.7 $6.84 $107.23 12.4%

Passengers Revenue Hours Operating Costs 300,000 15,016 244,998 14,590 14,842 14,843 $2,000,000 237,236 240,511 16,000 $1,610,135 250,000 206,125 14,000 $1,458,817 $1,526,326 $1,264,294 200,000 12,000 $1,500,000 147,480 10,000 $900,804 150,000 6,795 8,000 $1,000,000 100,000 6,000 50,000 4,000 $500,000 2,000 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 30.0 $200 $14.00 25.0 21.7 $12.00 $150 $132.57 16.5 20.0 16.3 16.2 $10.00 $98.29 $102.83 $107.23 13.7 $6.84 $86.65 15.0 $8.00 $100 $5.12 $4.90 $5.38 $6.00 $4.17 10.0 $4.00 $50 5.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 159 61 Rural

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 8 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): 16 trips

FY 2020 Farebox Recovery: 4% % transfer (to route): 8% % Clipper usage: 18%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 11,384 949 46 2,618 218 10 45,186 3,765 181 Saturday 6,107 509 117 1,220 102 23 19,332 1,611 372 Sunday 5,956 496 93 1,405 117 22 22,328 1,861 349 Total 23,447 1,954 64 5, 243 437 14 86,845 7, 237 237

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $295,804 $24,650 $1,183 $11,012 $918 $44 $284,792 $23,733 $1,139 Saturday $137,089 $11,424 $2,636 $7,044 $587 $135 $130,045 $10,837 $2,501 Sunday $157,988 $13,166 $2,469 $6,671 $556 $104 $151,317 $12,610 $2,364 FY 2019/20 DATA FY Total $590,881 $49,240 $1,614 $24,727 $2,061 $68 $566,154 $47,180 $1,547

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 4.3 $25.02 $112.97 3.7% Saturday 5.0 $21.29 $112.35 5.1% Sunday 4.2 $25.41 $112.46 4.2% Total 4.5 $24.15 $112.69 4.2%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 37,276 5,475 $408,987 $48,421 $360,566 6.8 $9.67 $74.70 11.8% FY 2017 36,328 5,492 $475,778 $39,959 $435,819 6.6 $12.00 $86.63 8.4%

Historic Trends FY 2018 36,010 5,535 $525,378 $40,082 $485,296 6.5 $13.48 $94.92 7.6% FY 2019 33,933 5,515 $606,549 $37,278 $569,271 6.2 $16.78 $109.97 6.1% FY 2020 23,447 5,243 $590,881 $24,727 $566,154 4.5 $24.15 $112.69 4.2%

Passengers Revenue Hours Operating Costs 37,276 36,328 36,010 40,000 33,933 5,535 5,600 5,515 $700,000 $606,549 $590,881 35,000 5,475 5,492 5,500 $600,000 $525,378 30,000 23,447 $475,778 $500,000 25,000 5,400 $408,987 20,000 $400,000 5,300 5,243 15,000 $300,000 5,200 10,000 $200,000 5,000 5,100 $100,000 0 5,000 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour $24.15 10.0 $25.00 $200

8.0 6.8 6.6 $20.00 $16.78 6.5 6.2 $150 $13.48 $109.97 $112.69 6.0 $15.00 $12.00 4.5 $86.63 $94.92 $9.67 $100 $74.70 4.0 $10.00

2.0 $5.00 $50

0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 160 66 Recreational

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 30 min Avg Freq (Wked): 10-20 min

FY 2020 Farebox Recovery: 30% % transfer (to route): 1% % Clipper usage: 0%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 17,986 5,995 600 583 194 19 7,838 2,613 261 Saturday 38,163 4,240 1,122 1,665 185 49 21,104 2,345 621 Sunday 45,676 5,075 914 2,092 232 42 26,329 2,925 527 Total 101,825 11,314 893 4, 340 482 38 55,271 6, 141 485

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $99,538 $33,179 $3,318 $4,984 $1,661 $166 $94,554 $31,518 $3,152 Saturday $496,034 $55,115 $14,589 $104,088 $11,565 $3,061 $391,946 $43,550 $11,528 Sunday $410,602 $45,622 $8,212 $197,777 $21,975 $3,956 $212,825 $23,647 $4,257 FY 2019/20 DATA FY Total $1,006,174 $111,797 $8,826 $306,849 $34,094 $2,692 $699,325 $77,703 $6,134

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 30.8 $5.26 $170.68 5.0% Saturday 22.9 $10.27 $297.97 21.0% Sunday 21.8 $4.66 $196.28 48.2% Total 23.5 $6.87 $231.85 30.5%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 116,942 4,673 $531,384 $245,779 $285,605 25.0 $2.44 $113.73 46.3% FY 2017 122,116 4,316 $473,726 $249,748 $223,978 28.3 $1.83 $109.75 52.7%

Historic Trends FY 2018 163,916 5,930 $739,882 $365,872 $374,010 27.6 $2.28 $124.77 49.5% FY 2019 160,412 6,542 $1,102,236 $447,315 $654,921 24.5 $4.08 $168.48 40.6% FY 2020 101,825 4,340 $1,006,174 $306,849 $699,325 23.5 $6.87 $231.85 30.5%

Passengers Revenue Hours Operating Costs 6,542 200,000 7,000 $1,102,236 163,916 160,412 5,930 $1,200,000 $1,006,174 6,000 $1,000,000 150,000 122,116 4,673 116,942 5,000 4,316 4,340 $739,882 101,825 $800,000 100,000 4,000 $531,384 $600,000 $473,726 3,000 50,000 2,000 $400,000 1,000 $200,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Subsidy per Passenger Passengers per Revenue Hour $6.87 Cost per Revenue Hour $7.00 $231.85 28.3 27.6 $250 30.0 25.0 $6.00 24.5 23.5 25.0 $5.00 $4.08 $200 $168.48 $4.00 $124.77 20.0 $150 $113.73 $109.75 $3.00 $2.44 $2.28 15.0 $1.83 $100 $2.00 10.0 $1.00 $50 5.0 $0.00 $0 0.0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 161 68 Rural

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 120 min Avg Freq (Wked): 60-120 min

FY 2020 Farebox Recovery: 5% % transfer (to route): 24% % Clipper usage: 13%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 50,158 4,180 201 7,235 603 29 132,630 11, 052 531 Saturday 8,426 702 162 1,546 129 30 28, 123 2,344 541 Sunday 8,255 688 129 1,897 158 30 34, 498 2,875 539 Total 66,839 5,570 1 83 10,677 890 2 9 195,250 16,271 533

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $830,036 $69,170 $3,320 $49,409 $4,117 $198 $780,627 $65,052 $3,123 Saturday $177,087 $14,757 $3,406 $8,480 $707 $163 $168,607 $14,051 $3,242 Sunday $217,340 $18,112 $3,396 $7,888 $657 $123 $209,452 $17,454 $3,273 FY 2019/20 DATA Total $1,224,463 $102,039 $3,346 $65,777 $5,481 $180 $1,158,686 $96,557 $3,166

Cost per Revenue Passengers per Revenue Hour Subsidy per Passenger Farebox Recovery Hour Weekday 6.9 $15.56 $114.72 6.0% Saturday 5.5 $20.01 $114.58 4.8% Sunday 4.4 $25.37 $114.60 3.6% Total 6.3 $17.34 $114.68 5.4%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery ` Revenue Revenue Hour Passenger Hour FY 2016 70,292 10,611 $811,978 $88,808 $723,170 6.6 $10.29 $76.52 10.9% FY 2017 76,598 10,680 $946,905 $82,448 $864,457 7.2 $11.29 $88.66 8.7%

Historic Trends FY 2018 82,745 10,656 $1,034,218 $85,312 $948,906 7.8 $11.47 $97.05 8.2% FY 2019 79,978 10,643 $1,191,202 $80,224 $1,110,978 7.5 $13.89 $111.92 6.7% FY 2020 66,839 10,677 $1,224,463 $65,777 $1,158,686 6.3 $17.34 $114.68 5.4%

Passengers Revenue Hours Operating Costs 100,000 82,745 10,700 $1,400,000 $1,191,202 $1,224,463 76,598 79,978 10,680 10,677 70,292 10,680 $1,200,000 $1,034,218 80,000 66,839 10,656 $946,905 10,660 10,643 $1,000,000 $811,978 60,000 10,640 $800,000 10,611 40,000 10,620 $600,000 $400,000 20,000 10,600 10,580 $200,000 0 10,560 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 10.0 $20.00 $17.34 $200 7.8 7.2 7.5 $13.89 8.0 6.6 $15.00 $150 6.3 $11.29 $11.47 $114.68 $10.29 $111.92 6.0 $88.66 $97.05 $10.00 $100 $76.52 4.0 $5.00 $50 2.0

0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 162 71X Local Trunkline

Days of Service: Wkdy Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): -

FY 2020 Farebox Recovery: 10% % transfer (to route): 46% % Clipper usage: 18%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 93,586 7,799 368 7,313 609 29 160,232 13,353 631 Saturday ------Sunday ------Total 93,586 7,799 368 7,313 609 29 160,232 13,353 631

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $1,184,075 $98,673 $4,662 $116,298 $9,692 $458 $1,067,777 $88,981 $4,204 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY DATA 2019/20 Total $1,184,075 $98,673 $4,662 $116,298 $9,692 $458 $1,067,777 $88,981 $4,204

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour Farebox Recovery

Weekday 12.8 $11.41 $161.91 9.8% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 12.8 $11.41 $161.91 9.8%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 259,678 7,717 $1,075,263 $300,186 $775,077 33.7 $2.98 $139.34 27.9% FY 2017 121,141 7,705 $1,116,954 $164,963 $951,991 15.7 $7.86 $144.96 14.8%

Historic Trends Historic FY 2018 115,745 7,405 $1,158,544 $151,857 $1,006,687 15.6 $8.70 $156.46 13.1% FY 2019 114,475 7,459 $1,176,794 $142,918 $1,033,876 15.3 $9.03 $157.76 12.1% FY 2020 93,586 7,313 $1,184,075 $116,298 $1,067,777 12.8 $11.41 $161.91 9.8% Passengers Revenue Hours Operating Costs 300,000 259,678 10,000 $1,200,000 $1,176,794 $1,184,075 250,000 $1,158,544 7,717 7,705 7,405 7,459 7,313 200,000 8,000 $1,150,000 $1,116,954 150,000 121,141 115,745 114,475 93,586 6,000 $1,100,000 $1,075,263 100,000 4,000 50,000 $1,050,000 2,000 0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $1,000,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour 50.0 Subsidy per Passenger Cost per Revenue Hour $200 40.0 33.7 $14.00 $156.46 $157.76 $161.91 $11.41 $144.96 $12.00 $139.34 $150 30.0 $8.70 $9.03 $10.00 $7.86 15.7 15.6 15.3 20.0 12.8 $8.00 $100 $6.00 10.0 $2.98 $4.00 $50 0.0 $2.00 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 163 113 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 3 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 19% % transfer (to route): 0% % Clipper usage: 6%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 12,055 1,507 102 247 31 2 2,525 316 21 Saturday ------Sunday ------Total 12,055 1,507 102 247 31 2 2, 525 316 21

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $45,005 $5,626 $381 $8,395 $1,049 $71 $36,610 $4,576 $310 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $45,005 $5,626 $381 $8,395 $1,049 $71 $36,610 $4,576 $310

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 17.3 $3.04 $182.58 18.7% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 17.3 $3.04 $182.58 18.7%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 14,601 263 $36,924 $12,809 $24,115 31.7 $1.65 $140.50 34.7% FY 2017 16,829 317 $42,180 $12,227 $29,953 31.5 $1.78 $132.89 29.0%

Historic Trends FY 2018 16,449 346 $52,862 $9,533 $43,329 23.7 $2.63 $152.82 18.0% FY 2019 18,678 406 $68,425 $12,625 $55,800 21.3 $2.99 $168.66 18.5% FY 2020 12,055 247 $45,005 $8,395 $36,610 21.4 $3.04 $182.58 18.7% Passengers 18,678 Revenue Hours 20,000 Operating Costs 16,829 16,449 500 $80,000 14,601 406 $68,425 15,000 $70,000 12,055 400 346 317 $60,000 $52,862 263 $42,180 $45,005 10,000 300 247 $50,000 $36,924 $40,000 5,000 200 $30,000 $20,000 100 0 $10,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Trip 50.0 Subsidy per Passenger Cost per Revenue Hour $182.58 $8.00 $200 $168.66 40.0 31.7 31.5 $7.00 $152.82 $140.50 $132.89 30.0 23.7 $6.00 $150 21.3 21.4 $5.00 20.0 $4.00 $3.04 $100 $2.63 $2.99 $3.00 10.0 $1.65 $1.78 $2.00 $50 0.0 $1.00 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 164 115 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 5 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 9% % transfer (to route): 3% % Clipper usage: 6%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 7,996 1,000 66 221 28 2 2,622 328 21 Saturday ------Sunday ------Total 7,996 1,000 66 221 28 2 2,622 328 21

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $39,306 $4,913 $322 $3,635 $454 $30 $35,671 $4,459 $292 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA Total $39,306 $4,913 $322 $3,635 $454 $30 $35,671 $4,459 $292

Passengers per Trip Subsidy per Passenger Cost per Revenue Hour Farebox Recovery Weekday 14.2 $4.46 $178.18 9.2% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 14.2 $4.46 $178.18 9.2%

Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Passenger Revenue Operating Subsidy Passengers per Trip Farebox Recovery Passenger Hour FY 2016 16,366 559 $82,403 $12,638 $69,765 16.8 $4.26 $147.54 15.3% FY 2017 14,021 637 $87,534 $9,504 $78,030 18.5 $5.57 $137.44 10.9%

Historic Trends FY 2018 9,495 344 $52,503 $4,578 $47,925 16.9 $5.05 $152.71 8.7% FY 2019 13,131 347 $58,341 $6,851 $51,490 23.0 $3.92 $168.13 11.7% FY 2020 7,996 221 $39,306 $3,635 $35,671 21.9 $4.46 $178.18 9.2% Passengers Revenue Hours Operating Costs 20,000 700 637 16,366 559 $95,000 $87,534 14,021 600 $82,403 15,000 13,131 $85,000 500 9,495 344 347 $75,000 10,000 7,996 400 $58,341 300 $65,000 221 $52,503 5,000 200 $55,000 $45,000 $39,306 0 100 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $35,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $25,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Trip Subsidy per Passenger Cost per Revenue Hour 50.0 $178.18 $8.00 $200 $168.13 $152.71 40.0 $7.00 $147.54 $5.57 $137.44 $6.00 $5.05 $150 30.0 23.0 21.9 $4.46 $5.00 $4.26 16.8 18.5 16.9 $3.92 20.0 $4.00 $100 $3.00 10.0 $2.00 $50 0.0 $1.00 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 165 117 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 6 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 12% % transfer (to route): 0% % Clipper usage: 3%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 14,790 1,849 123 304 38 3 2,184 273 18 Saturday ------Sunday ------Total 14,790 1,849 123 304 38 3 2,184 273 18

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $53,163 $6,645 $443 $6,497 $812 $54 $46,666 $5,833 $389 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $53,163 $6,645 $443 $6,497 $812 $54 $46,666 $5,833 $389

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 16.5 $3.16 $175.11 12.2% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 16.5 $3.16 $175.11 12.2%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour

FY 2016 33,705 552 $77,694 $23,478 $54,216 26.9 $1.61 $140.75 30.2% FY 2017 34,820 640 $81,509 $17,140 $64,369 28.4 $1.85 $127.32 21.0% Historic Trends FY 2018 23,647 457 $68,521 $12,134 $56,387 26.4 $2.38 $149.97 17.7% FY 2019 24,617 489 $80,900 $12,837 $68,063 25.5 $2.76 $165.30 15.9% FY 2020 14,790 304 $53,163 $6,497 $46,666 24.7 $3.16 $175.11 12.2%

Passengers Revenue Hours Operating Costs 640 $100,000 40,000 33,705 34,820 700 552 $77,694 $81,509 $80,900 35,000 600 489 457 $80,000 $68,521 30,000 24,617 500 23,647 $53,163 25,000 $60,000 400 304 20,000 14,790 300 15,000 $40,000 200 10,000 $20,000 5,000 100 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Trip Subsidy per Passenger Cost per Revenue Hour 28.4 $200 $175.11 29.0 $6.00 $165.30 $149.97 28.0 26.9 $5.00 $140.75 $150 $127.32 27.0 26.4 25.5 $4.00 $3.16 26.0 $2.76 24.7 $3.00 $2.38 $100 25.0 $1.61 $1.85 $2.00 24.0 $50 23.0 $1.00 22.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 166 119 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 5 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 21% % transfer (to route): 0% % Clipper usage: 9%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 24,474 3,059 207 425 53 4 6,327 791 54 Saturday ------Sunday ------Total 24,474 3,059 207 425 53 4 6,327 791 54

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $79,049 $9,881 $670 $16,479 $2,060 $140 $62,570 $7,821 $530 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $79,049 $9,881 $670 $16,479 $2,060 $140 $62,570 $7,821 $530

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 21.0 $2.56 $186.17 20.8% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 21.0 $2.56 $186.17 20.8%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 30,906 431 $68,366 $28,456 $39,910 31.7 $1.29 $158.77 41.6% FY 2017 27,161 374 $56,273 $18,859 $37,414 31.3 $1.38 $150.58 33.5%

Historic Trends FY 2018 30,850 592 $95,816 $20,918 $74,898 26.5 $2.43 $161.80 21.8% FY 2019 35,173 607 $107,220 $26,421 $80,799 29.4 $2.30 $176.55 24.6% FY 2020 24,474 425 $79,049 $16,479 $62,570 32.5 $2.56 $186.17 20.8% Passengers 40,000 35,173 Revenue Hours Operating Costs 30,906 $107,220 35,000 30,850 700 592 607 $120,000 27,161 $95,816 30,000 24,474 600 $100,000 $79,049 25,000 500 431 425 $80,000 $68,366 20,000 374 400 $56,273 15,000 $60,000 300 10,000 $40,000 5,000 200 $20,000 0 100 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Trip 50.0 Subsidy per Passenger Cost per Revenue Hour $186.17 $8.00 $200 $176.55 $161.80 40.0 31.7 32.5 $7.00 $158.77 $150.58 31.3 29.4 26.5 30.0 $6.00 $150 $5.00 20.0 $4.00 $100 $2.43 $2.56 $3.00 $2.30 10.0 $2.00 $1.29 $1.38 $50 0.0 $1.00 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 167 122 Partnership

Days of Service: Wkdy Avg Freq (Wkdy Peak): - Avg Freq (Wkdy Non-Peak): 30 min Avg Freq (Wked): -

FY 2020 Farebox Recovery: 40% % transfer (to route): 30% % Clipper usage: 8%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 15,837 1,980 138 1,734 217 15 18,289 2,286 159 Saturday ------Sunday ------Total 15,837 1,980 138 1,734 217 15 18,289 2,286 159

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $266,698 $33,337 $2,319 $107,272 $13,409 $933 $159,426 $19,928 $1,386 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA Total $266,698 $33,337 $2,319 $107,272 $13,409 $933 $159,426 $19,928 $1,386

Subsidy per Cost per Revenue Passengers per Revenue Hour Farebox Recovery Passenger Hour Weekday 9.1 $10.07 $153.81 40.2% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 9.1 $10.07 $153.81 40.2%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 20,360 2,932 $325,230 $149,686 $175,544 6.9 $8.62 $110.94 46.0% FY 2017 19,860 1,696 $183,943 $121,007 $62,936 11.7 $3.17 $108.44 65.8%

Historic Trends FY 2018 22,969 2,012 $254,330 $118,935 $135,395 11.4 $5.89 $126.39 46.8% FY 2019 23,706 2,442 $347,960 $141,125 $206,835 9.7 $8.73 $142.52 40.6% FY 2020 15,837 1,734 $266,698 $107,272 $159,426 9.1 $10.07 $153.81 40.2% Passengers 23,706 25,000 22,969 Revenue Hours Operating Costs 20,360 19,860 3,500 $400,000 $347,960 20,000 2,932 $325,230 15,837 $350,000 3,000 2,442 $300,000 $254,330 $266,698 15,000 2,500 2,012 1,734 $250,000 2,000 1,696 $183,943 10,000 $200,000 1,500 $150,000 5,000 1,000 $100,000 0 500 $50,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour 14.0 Subsidy per Passenger Cost per Revenue Hour 11.7 11.4 12.0 $12.00 $10.07 $200 9.7 9.1 $153.81 10.0 $10.00 $8.62 $8.73 $142.52 6.9 $150 $126.39 8.0 $8.00 $110.94 $108.44 $5.89 6.0 $6.00 $100 4.0 $3.17 $4.00 2.0 $50 $2.00 0.0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 168 125 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 4 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 10% % transfer (to route): 4% % Clipper usage: 16%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 6,906 863 59 387 48 3 5,680 710 48 Saturday ------Sunday ------Total 6,906 863 59 387 48 3 5,680 710 48

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $62,677 $7,835 $531 $6,309 $789 $53 $56,368 $7,046 $478 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $62,677 $7,835 $531 $6,309 $789 $53 $56,368 $7,046 $478

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 9.4 $8.16 $162.12 10.1% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 9.4 $8.16 $162.12 10.1%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 13,197 595 $77,991 $12,684 $65,307 18.2 $4.95 $131.17 16.3% FY 2017 13,757 600 $72,469 $11,570 $60,899 19.3 $4.43 $120.86 16.0%

Historic Trends FY 2018 11,798 597 $82,641 $9,917 $72,724 16.1 $6.16 $138.40 12.0% FY 2019 10,110 610 $92,787 $9,402 $83,385 13.5 $8.25 $152.06 10.1% FY 2020 6,906 387 $62,677 $6,309 $56,368 14.6 $8.16 $162.12 10.1% Passengers Revenue Hours Operating Costs 16,000 13,757 13,197 $92,787 700 $100,000 14,000 11,798 595 600 597 610 $82,641 $77,991 12,000 10,110 600 $72,469 $80,000 10,000 $62,677 6,906 500 387 8,000 400 $60,000 6,000 300 4,000 $40,000 200 2,000 $20,000 0 100 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Trip 50.0 Subsidy per Passenger Cost per Revenue Hour $10.00 $200 $8.25 $8.16 $162.12 40.0 $152.06 $8.00 $131.17 $138.40 30.0 $6.16 $150 $120.86 19.3 $4.95 18.2 16.1 $6.00 $4.43 20.0 13.5 14.6 $100 $4.00 10.0 $50 $2.00 0.0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 169 139 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 2 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 11% % transfer (to route): 0% % Clipper usage: 24%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 4,254 532 35 211 26 2 2,393 299 20 Saturday ------Sunday ------Total 4,254 532 35 211 26 2 2, 393 299 20

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $35,029 $4,379 $289 $3,780 $473 $31 $31,249 $3,906 $258 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $35,029 $4,379 $289 $3,780 $473 $31 $31,249 $3,906 $258

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 11.7 $7.35 $165.70 10.8% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 11.7 $7.35 $165.70 10.8%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 6,391 315 $43,776 $6,241 $37,535 16.0 $5.87 $138.80 14.3% FY 2017 6,414 253 $33,182 $6,635 $26,547 17.9 $4.14 $131.10 20.0%

Historic Trends FY 2018 4,852 320 $45,279 $4,233 $41,046 13.3 $8.46 $141.36 9.3% FY 2019 4,001 334 $52,067 $3,789 $48,278 10.5 $12.07 $155.84 7.3% FY 2020 4,254 211 $35,029 $3,780 $31,249 17.6 $7.35 $165.70 10.8%

Passengers Revenue Hours Operating Costs 6,391 6,414 7,000 400 $60,000 $52,067 320 334 6,000 350 315 4,852 $50,000 $43,776 $45,279 4,254 300 253 5,000 4,001 $35,029 211 $40,000 $33,182 4,000 250 200 3,000 $30,000 150 2,000 $20,000 100 1,000 50 $10,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Trip Subsidy per Passenger Cost per Revenue Hour 50.0 $200 $14.00 $165.70 $12.07 $155.84 40.0 $12.00 $138.80 $141.36 $150 $131.10 $10.00 $8.46 30.0 $7.35 $8.00 $5.87 16.0 17.9 17.6 $100 20.0 13.3 $6.00 $4.14 10.5 $4.00 10.0 $50 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 170 145 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 2-3 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 20% % transfer (to route): 18% % Clipper usage: 2%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 13,858 1,732 115 170 21 1 1,787 223 15 Saturday ------Sunday ------Total 13,858 1,732 115 170 21 1 1, 787 223 15

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $29,219 $3,652 $241 $5,753 $719 $48 $23,466 $2,933 $194 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - 0 $ - $ - $ - FY 2019/20 DATA FY Total $29,219 $3,652 $241 $5,753 $719 $48 $23,466 $2,933 $194

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 25.7 $1.69 $172.28 19.7% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 25.7 $1.69 $172.28 19.7%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 10,268 167 $21,672 $6,341 $15,331 23.3 $1.49 $129.93 29.3% FY 2017 16,406 191 $25,426 $7,258 $18,168 30.4 $1.11 $133.47 28.5%

Historic Trends FY 2018 18,475 253 $37,421 $7,095 $30,326 32.2 $1.64 $147.79 19.0% FY 2019 17,294 270 $43,803 $8,314 $35,489 47.6 $2.05 $162.11 19.0% FY 2020 13,858 170 $29,219 $5,753 $23,466 38.2 $1.69 $172.28 19.7% Passengers Revenue Hours Operating Costs 18,475 20,000 300 270 $50,000 $43,803 16,406 17,294 253 $37,421 13,858 250 $40,000 15,000 191 167 170 $29,219 10,268 200 $25,426 $30,000 $21,672 10,000 150 $20,000 100 5,000 50 $10,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Trip Subsidy per Passenger Cost per Revenue Hour 47.6 $200 $172.28 50.0 $8.00 $162.11 $147.79 38.2 $7.00 40.0 $150 $129.93 $133.47 30.4 32.2 $6.00 30.0 $5.00 23.3 $100 $4.00 20.0 $3.00 $2.05 $1.49 $1.64 $1.69 $50 $1.11 10.0 $2.00 $1.00 $0 0.0 $0.00 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 171 149 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 2-3 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 6% % transfer (to route): 3% % Clipper usage: 1%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 5,157 645 43 208 26 2 3,276 410 28 Saturday ------Sunday ------Total 5,157 645 43 208 26 2 3, 276 410 28

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $33,632 $4,204 $283 $2,133 $267 $18 $31,499 $3,937 $265 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - 0 $ - $ - $ - FY 2019/20 DATA FY Total $33,632 $4,204 $283 $2,133 $267 $18 $31,499 $3,937 $265

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 147.3 $6.11 $161.54 6.3% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 147.3 $6.11 $161.54 6.3%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2017 ------FY 2018 ------Historic Trends FY 2019 ------FY 2020 5,157 208 $33,632 $2,133 $31,499 13.6 $6.11 $161.54 6.3% Passengers Revenue Hours Operating Costs

6,000 5,157 250 208 $40,000 $33,632 $35,000 5,000 200 $30,000 4,000 150 $25,000 3,000 $20,000 100 2,000 $15,000 $10,000 50 1,000 $5,000 0 0 $0 FY 2020 FY 2020 FY 2020

Passengers per Trip Subsidy per Passenger Cost per Revenue Hour $200 50.0 $8.00 $161.54 $7.00 $6.11 40.0 $150 $6.00 30.0 $5.00 $100 $4.00 20.0 13.6 $3.00 $50 10.0 $2.00 $1.00 $0 0.0 $0.00 FY 2020 FY 2020 FY 2020

Item 6 172 151 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 4-5 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 16% % transfer (to route): 2% % Clipper usage: 4%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 29,106 3,638 245 532 67 4 7,001 875 59 Saturday ------Sunday ------Total 29,106 3,638 245 532 67 4 7,001 875 59

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $86,043 $10,755 $723 $14,172 $1,772 $119 $71,871 $8,984 $604 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $86,043 $10,755 $723 $14,172 $1,772 $119 $71,871 $8,984 $604

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 22.7 $2.47 $161.70 16.5% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 22.7 $2.47 $161.70 16.5%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 42,643 759 $100,712 $25,851 $74,861 45.6 $1.76 $132.67 25.7% FY 2017 36,801 594 $73,842 $18,463 $55,379 42.8 $1.50 $124.42 25.0%

Historic Trends FY 2018 44,574 782 $107,633 $21,865 $85,768 34.7 $1.92 $137.73 20.3% FY 2019 41,573 810 $122,988 $21,951 $101,037 31.6 $2.43 $151.84 17.8% FY 2020 29,106 532 $86,043 $14,172 $71,871 34.9 $2.47 $161.70 16.5% Passengers Revenue Hours Operating Costs 44,574 1,000 $140,000 $122,988 50,000 42,643 41,573 810 759 782 $107,633 36,801 $120,000 $100,712 40,000 800 594 $100,000 $86,043 29,106 532 $73,842 30,000 600 $80,000 $60,000 20,000 400 $40,000 200 10,000 $20,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Trip Subsidy per Passenger Cost per Revenue Hour 45.6 50.0 42.8 $8.00 $200 $161.70 $7.00 $151.84 40.0 34.7 34.9 $137.73 31.6 $6.00 $150 $132.67 $124.42 30.0 $5.00 $4.00 $100 $2.43 $2.47 20.0 $3.00 $1.92 $1.76 $1.50 $2.00 $50 10.0 $1.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 173 154 Supplemental

Days of Service: School Days Avg Freq (Wkdy Peak): 3 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 16% % transfer (to route): 1% % Clipper usage: 7%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 8,578 1,072 72 226 28 2 2,303 288 19 Saturday ------Sunday ------Total 8,578 1,072 72 226 28 2 2, 303 288 19

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $34,829 $4,354 $293 $5,679 $710 $48 $29,150 $3,644 $245 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $34,829 $4,354 $293 $5,679 $710 $48 $29,150 $3,644 $245

Subsidy per Cost per Revenue Passengers per Trip Farebox Recovery Passenger Hour Weekday 23.2 $3.40 $154.45 16.3% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 23.2 $3.40 $154.45 16.3%

Passenger Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Passengers per Trip Farebox Recovery Revenue Passenger Hour FY 2016 17,858 360 $46,133 $14,660 $31,473 31.1 $1.76 $128.08 31.8% FY 2017 13,738 358 $41,965 $8,847 $33,118 25.5 $2.41 $117.29 21.1%

Historic Trends FY 2018 12,168 351 $45,902 $6,145 $39,757 33.0 $3.27 $130.85 13.4% FY 2019 12,377 359 $52,039 $7,327 $44,712 32.7 $3.61 $145.16 14.1% FY 2020 8,578 226 $34,829 $5,679 $29,150 36.0 $3.40 $154.45 16.3% Passengers 20,000 17,858 Revenue Hours Operating Costs 400 360 358 351 359 $60,000 $52,039 13,738 15,000 350 $46,133 $45,902 12,168 12,377 $50,000 $41,965 300 8,578 226 $40,000 $34,829 10,000 250 200 $30,000 5,000 150 $20,000 100 $10,000 0 50 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Trip Subsidy per Passenger Cost per Revenue Hour 40.0 36.0 $8.00 $200 33.0 32.7 $154.45 35.0 31.1 $7.00 $145.16 $128.08 $130.85 30.0 25.5 $6.00 $150 $117.29 25.0 $5.00 $3.27 $3.61 $3.40 20.0 $4.00 $100 $2.41 15.0 $3.00 $1.76 10.0 $2.00 $50 5.0 $1.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 174 219 Local Connector

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 30 min Avg Freq (Wkdy Non-Peak): 30 min Avg Freq (Wked): 30 min

FY 2020 Farebox Recovery: 8% % transfer (to route): 62% % Clipper usage: 20%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 33,360 2,780 131 5,146 429 20 61,289 5,107 241 Saturday 4,831 403 93 637 53 12 10,931 911 210 Sunday 4,621 385 77 735 61 12 12,609 1,051 210 Total 42,812 3,568 117 6,519 543 18 84,829 7,069 232

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $539,610 $44,968 $2,124 $42,332 $3,528 $167 $497,278 $41,440 $1,958 Saturday $68,033 $5,669 $1,308 $4,763 $397 $92 $63,270 $5,273 $1,217 Sunday $78,652 $6,554 $1,311 $4,794 $400 $80 $73,858 $6,155 $1,231 FY 2019/20 DATA FY Total $686,295 $57,191 $1,875 $51,889 $4,324 $142 $634,406 $52,867 $1,733

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 6.5 $14.91 $104.85 7.8% Saturday 7.6 $13.10 $106.77 7.0% Sunday 6.3 $15.98 $107.01 6.1% Total 6.6 $14.82 $105.28 7.6%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 55,610 6,591 $590,663 $73,164 $517,499 8.4 $9.31 $89.61 12.4% FY 2017 50,449 6,392 $591,224 $64,101 $527,123 7.9 $10.45 $92.50 10.8%

Historic Trends FY 2018 51,072 6,484 $665,412 $64,723 $600,689 7.9 $11.76 $102.63 9.7% FY 2019 50,012 6,485 $659,552 $60,690 $598,862 7.7 $11.97 $101.70 9.2% FY 2020 42,812 6,519 $686,295 $51,889 $634,406 6.6 $14.82 $105.28 7.6%

Passengers Revenue Hours Operating Costs 55,610 60,000 $686,295 50,449 51,072 50,012 6,650 6,591 $700,000 $665,412 50,000 42,812 6,600 $680,000 $659,552 6,550 6,519 $660,000 40,000 6,484 6,485 6,500 $640,000 30,000 6,450 $620,000 6,392 $590,663 $591,224 20,000 6,400 $600,000 6,350 $580,000 10,000 6,300 $560,000 0 6,250 $540,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Subsidy per Passenger Passengers per Revenue Hour $14.82 Cost per Revenue Hour

14.0 $14.00 $11.76 $11.97 $200 12.0 $12.00 $10.45 8.4 $150 10.0 7.9 7.9 7.7 $10.00 $102.63 $101.70 $105.28 8.0 6.6 $8.00 $89.61 $92.50 $100 6.0 $6.00 4.0 $4.00 $50 2.0 $2.00 $0.00 0.0 FY 2017 FY 2018 FY 2019 FY 2020 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 175 228 Local Connector

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 8% % transfer (to route): 35% % Clipper usage: 16%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 49,536 4,128 195 7,294 608 29 66,119 5,510 260 Saturday 7,602 634 146 1,292 108 25 12,413 1,034 239 Sunday 5,792 483 97 1,491 124 25 14,315 1,193 239 Total 62,930 5,244 172 10,077 840 28 92,847 7,737 254

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $741,706 $61,809 $2,920 $61,478 $5,123 $242 $680,228 $56,686 $2,678 Saturday $131,601 $10,967 $2,531 $9,664 $805 $186 $121,937 $10,161 $2,345 Sunday $152,041 $12,670 $2,534 $7,854 $655 $131 $144,187 $12,016 $2,403 FY 2019/20 DATA FY Total $1,025,348 $85,446 $2,801 $78,996 $6,583 $216 $946,352 $78,863 $2,586

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 6.8 $13.73 $101.69 8.3% Saturday 5.9 $16.04 $101.83 7.3% Sunday 3.9 $24.89 $101.99 5.2% Total 6.2 $15.04 $101.75 7.7%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 17,522 3,185 $280,634 $28,092 $252,542 5.5 $14.41 $88.12 10.0% FY 2017 71,340 10,042 $904,806 $103,912 $800,894 7.1 $11.23 $90.10 11.5%

Historic Trends FY 2018 78,027 10,124 $1,007,459 $103,529 $903,930 7.7 $11.58 $99.52 10.3% FY 2019 78,535 10,045 $980,234 $96,253 $883,981 7.8 $11.26 $97.59 9.8% FY 2020 62,930 10,077 $1,025,348 $78,996 $946,352 6.2 $15.04 $101.75 7.7% Passengers 100,000 Revenue Hours Operating Costs 78,027 78,535 12,000 10,124 $1,200,000 $1,025,348 80,000 71,340 10,042 10,045 10,077 $1,007,459 $980,234 62,930 10,000 $1,000,000 $904,806 60,000 8,000 $800,000 40,000 6,000 $600,000 17,522 3,185 20,000 4,000 $400,000 $280,634 2,000 $200,000 0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour $14.41 14.0 $14.00 $200 12.0 $11.23 $11.58 $11.26 $12.00 10.0 7.8 $150 7.1 7.7 $10.00 8.0 $99.52 $97.59 $101.75 6.2 $8.00 $88.12 $90.10 5.5 $100 6.0 $6.00 4.0 $4.00 $50 2.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 176 233 Local Connector

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 8% % transfer (to route): 35% % Clipper usage: 12%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 26,366 2,197 104 3,319 277 13 38,956 3,246 153 Saturday 2,891 241 56 490 41 9 5,829 486 112 Sunday 2,652 221 44 565 47 9 6,715 560 112 Total 31,909 2,659 87 4, 374 365 12 51,500 4, 292 141

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $344,376 $28,698 $1,356 $28,546 $2,379 $112 $315,830 $26,319 $1,243 Saturday $50,689 $4,224 $975 $3,181 $265 $61 $47,508 $3,959 $914 Sunday $58,504 $4,875 $975 $2,808 $234 $47 $55,696 $4,641 $928 FY 2019/20 DATA FY Total $453,569 $37,797 $1,239 $34,535 $2,878 $94 $419,034 $34,920 $1,145

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 7.9 $11.98 $103.77 8.3% Saturday 5.9 $16.43 $103.36 6.3% Sunday 4.7 $21.00 $103.55 4.8% Total 7.3 $13.13 $103.69 7.6%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 49,494 4,384 $388,005 $59,296 $328,709 11.3 $6.64 $88.51 15.3% FY 2017 42,798 4,363 $399,203 $52,001 $347,202 9.8 $8.11 $91.51 13.0%

Historic Trends FY 2018 43,943 4,359 $441,126 $47,757 $393,369 10.1 $8.95 $101.21 10.8% FY 2019 41,601 4,358 $435,018 $44,384 $390,634 9.5 $9.39 $99.83 10.2% FY 2020 31,909 4,374 $453,569 $34,535 $419,034 7.3 $13.13 $103.69 7.6% Passengers 60,000 Revenue Hours Operating Costs 49,494 $453,569 43,943 4,390 4,384 $460,000 $441,126 50,000 42,798 41,601 $435,018 $440,000 40,000 31,909 4,380 4,374 $420,000 30,000 4,370 4,363 $399,203 $400,000 $388,005 20,000 4,359 4,358 4,360 $380,000 10,000 4,350 $360,000 0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 4,340 $340,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 11.3 12.0 $13.13 $200 9.8 10.1 9.5 $14.00 10.0 $12.00 $8.95 $9.39 $150 7.3 $10.00 $8.11 8.0 $101.21 $99.83 $103.69 $8.00 $6.64 $88.51 $91.51 6.0 $100 $6.00 4.0 $4.00 $50 2.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 177 245 Local Connector

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 10% % transfer (to route): 39% % Clipper usage: 11%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 33,605 2,800 132 3,026 252 12 28,816 2,401 113 Saturday 4,333 361 83 620 52 12 5,778 482 111 Sunday 3,924 327 65 715 60 12 6,660 555 111 Total 41,862 3,489 114 4, 360 363 12 41,255 3, 438 113

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $308,301 $25,692 $1,214 $32,415 $2,701 $128 $275,886 $22,991 $1,086 Saturday $62,837 $5,236 $1,208 $5,164 $430 $99 $57,673 $4,806 $1,109 Sunday $72,558 $6,047 $1,209 $4,757 $396 $79 $67,801 $5,650 $1,130 FY 2019/20 DATA FY Total $443,696 $36,975 $1,212 $42,336 $3,528 $116 $401,360 $33,447 $1,097

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 11.1 $8.21 $101.89 10.5% Saturday 7.0 $13.31 $101.35 8.2% Sunday 5.5 $17.28 $101.55 6.6% Total 9.6 $9.59 $101.76 9.5%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 2,184 227 $19,695 $3,137 $16,558 9.6 $7.58 $86.95 15.9% FY 2017 49,766 4,349 $391,596 $56,968 $334,628 11.4 $6.72 $90.04 14.5%

Historic Trends FY 2018 51,096 4,347 $432,567 $54,153 $378,414 11.8 $7.41 $99.52 12.5% FY 2019 51,745 4,345 $424,120 $50,902 $373,218 11.9 $7.21 $97.62 12.0% FY 2020 41,862 4,360 $443,696 $42,336 $401,360 9.6 $9.59 $101.76 9.5% Passengers 60,000 Revenue Hours Operating Costs 49,766 51,096 51,745 5,000 $500,000 $443,696 50,000 4,349 4,347 4,345 4,360 $432,567 $424,120 41,862 $391,596 40,000 4,000 $400,000

30,000 3,000 $300,000 20,000 2,000 $200,000 10,000 2,184 1,000 227 $100,000 0 $19,695 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Passengers per Revenue Hour 14.0 Subsidy per Passenger Cost per Revenue Hour 11.4 11.8 11.9 12.0 $200 9.6 9.6 $14.00 10.0 $12.00 $9.59 $150 8.0 $10.00 $7.58 $7.41 $7.21 $99.52 $97.62 $101.76 6.0 $6.72 $86.95 $90.04 $8.00 $100 4.0 $6.00 2.0 $4.00 $50 0.0 $2.00 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 178 251 Local Connector

Days of Service: Wkdy, Sa, Su Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): 60 min

FY 2020 Farebox Recovery: 8% % transfer (to route): 26% % Clipper usage: 6%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 66,642 5,554 262 6,775 565 27 96,013 8,001 378 Saturday 10,425 869 200 1,290 108 25 18,058 1,505 347 Sunday 9,786 816 163 1,488 124 25 20,832 1,736 347 Total 86,853 7,238 237 9,553 796 26 134,904 11,242 369

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $712,366 $59,364 $2,805 $58,855 $4,905 $232 $653,511 $54,459 $2,573 Saturday $135,051 $11,254 $2,597 $9,969 $831 $192 $125,082 $10,424 $2,405 Sunday $156,112 $13,009 $2,602 $9,893 $824 $165 $146,219 $12,185 $2,437 FY 2019/20 DATA FY Total $1,003,529 $83,627 $2,742 $78,717 $6,560 $215 $924,812 $77,068 $2,527

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 9.8 $9.81 $105.15 8.3% Saturday 8.1 $12.00 $104.69 7.4% Sunday 6.6 $14.94 $104.89 6.3% Total 9.1 $10.65 $105.05 7.8%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 98,886 9,226 $831,623 $120,959 $710,664 10.7 $7.19 $90.14 14.5% FY 2017 95,506 9,607 $889,019 $101,823 $787,196 9.9 $8.24 $92.54 11.5%

Historic Trends FY 2018 98,028 9,596 $982,992 $93,853 $889,139 10.2 $9.07 $102.44 9.5% FY 2019 102,821 9,530 $966,652 $93,342 $873,310 10.8 $8.49 $101.43 9.7% FY 2020 86,853 9,553 $1,003,529 $78,717 $924,812 9.1 $10.65 $105.05 7.8% Passengers Revenue Hours Operating Costs 102,821 105,000 9,700 9,607 9,596 $1,200,000 $982,992 $966,652 $1,003,529 98,886 9,530 9,553 98,028 9,600 $1,000,000 $889,019 100,000 95,506 $831,623 9,500 95,000 $800,000 9,400 90,000 86,853 $600,000 9,300 9,226 $400,000 85,000 9,200 80,000 9,100 $200,000 75,000 9,000 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour $200 14.0 $14.00 10.7 10.8 12.0 9.9 10.2 $12.00 $10.65 9.1 $9.07 $150 10.0 $10.00 $8.24 $8.49 $105.05 $7.19 $102.44 $101.43 8.0 $90.14 $92.54 $8.00 $100 6.0 $6.00 4.0 $4.00 $50 2.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 179 257 Local Connector

Days of Service: Wkdy Avg Freq (Wkdy Peak): 60 min Avg Freq (Wkdy Non-Peak): 60 min Avg Freq (Wked): -

FY 2020 Farebox Recovery: 8% % transfer (to route): 30% % Clipper usage: 15%

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 57,740 4,812 227 7,723 644 30 85,669 7,139 337 Saturday ------Sunday ------Total 57,740 4,812 227 7, 723 644 30 85,669 7, 139 337

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $798,652 $66,554 $3,144 $60,724 $5,060 $239 $737,928 $61,494 $2,905 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $798,652 $66,554 $3,144 $60,724 $5,060 $239 $737,928 $61,494 $2,905

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 7.5 $12.78 $103.41 7.6% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 7.5 $12.78 $103.41 7.6%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 71,429 6,414 $575,805 $83,288 $492,517 11.1 $6.90 $89.77 14.5% FY 2017 69,126 7,643 $697,953 $82,621 $615,332 9.0 $8.90 $91.32 11.8%

Historic Trends FY 2018 65,515 7,639 $770,914 $75,202 $695,712 8.6 $10.62 $100.92 9.8% FY 2019 65,166 7,641 $759,605 $68,880 $690,725 8.5 $10.60 $99.42 9.1% FY 2020 57,740 7,723 $798,652 $60,724 $737,928 7.5 $12.78 $103.41 7.6% Passengers Revenue Hours Operating Costs 80,000 71,429 69,126 10,000 $1,000,000 65,515 65,166 7,643 7,639 7,641 7,723 $770,914 $759,605 $798,652 70,000 57,740 $697,953 8,000 6,414 $800,000 60,000 $575,805 50,000 6,000 $600,000 40,000 30,000 4,000 $400,000 20,000 2,000 $200,000 10,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 11.1 12.0 $200 $14.00 $12.78 9.0 10.0 8.6 8.5 $12.00 $10.62 $10.60 7.5 $8.90 $150 8.0 $10.00 $100.92 $103.41 $6.90 $91.32 $99.42 $8.00 $89.77 6.0 $100 $6.00 4.0 $4.00 $50 2.0 $2.00 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 180 Hdn Valley Yellow Bus

Days of Service: School Days Avg Freq (Wkdy Peak): 2 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 18% % transfer (to route): - % Clipper usage: -

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 3,798 345 21 177 16 1 1,611 146 9 Saturday ------Sunday ------Total 3,798 345 21 177 16 1 1,611 146 9

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $112,941 $10,267 $638 $20,536 $1,867 $116 $92,405 $8,400 $522 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $112,941 $10,267 $638 $20,536 $1,867 $116 $92,405 $8,400 $522

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 21.5 $24.33 $638.08 18.2% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 21.5 $24.33 $638.08 18.2%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 8,669 211 $140,482 $25,658 $114,824 41.2 $13.25 $667.06 18.3% FY 2017 9,281 180 $124,763 $32,170 $92,593 51.6 $9.98 $693.13 25.8%

Historic Trends FY 2018 7,801 185 $119,489 $30,331 $89,158 42.2 $11.43 $645.89 25.4% FY 2019 8,219 181 $118,729 $34,691 $84,038 45.4 $10.22 $655.96 29.2% FY 2020 3,798 177 $112,941 $20,536 $92,405 21.5 $24.33 $638.08 18.2% Passengers Revenue Hours Operating Costs 9,281 10,000 8,669 250 211 $160,000 $140,482 7,801 8,219 $124,763 185 181 $140,000 $119,489 $118,729 200 180 177 $112,941 8,000 $120,000 6,000 150 $100,000 3,798 $80,000 4,000 100 $60,000 $40,000 2,000 50 $20,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 200.0 $25.00 $800 $700 $20.00 $24.33 150.0 $600 $693.13 $667.06 $645.89 $655.96 $638.08 $15.00 $500 100.0 $400 51.6 $10.00 $13.25 $300 41.2 42.2 45.4 $11.43 $9.98 $10.22 $200 50.0 21.5 $5.00 $100 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 181 White Hill Yellow Bus

Days of Service: School Days Avg Freq (Wkdy Peak): 17 trips Avg Freq (Wkdy Non-Peak): - Avg Freq (Wked): -

FY 2020 Farebox Recovery: 66% % transfer (to route): - % Clipper usage: -

Passengers Revenue Hours Revenue Miles Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday 76,792 6,981 434 1,048 95 6 11,894 1,081 67 Saturday ------Sunday ------Total 76,792 6,981 434 1, 048 95 6 11,894 1, 081 67

Operating Costs Passenger Revenue Operating Subsidy Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Annual Avg Monthly Avg Daily Weekday $668,599 $60,782 $3,777 $440,368 $40,033 $2,488 $228,231 $20,748 $1,289 Saturday $ - $ - $ - $ - $ - $ - $ - $ - $ - Sunday $ - $ - $ - $ - $ - $ - $ - $ - $ - FY 2019/20 DATA FY Total $668,599 $60,782 $3,777 $440,368 $40,033 $2,488 $228,231 $20,748 $1,289

Passengers per Subsidy per Cost per Revenue Farebox Recovery Revenue Hour Passenger Hour Weekday 73.3 $2.97 $638.04 65.9% Saturday - $ - $ - - % Sunday - $ - $ - - % Total 73.3 $2.97 $638.04 65.9%

Passenger Passengers per Subsidy per Cost per Revenue Passengers Revenue Hours Operating Costs Operating Subsidy Farebox Recovery Revenue Revenue Hour Passenger Hour FY 2016 129,635 870 $579,937 $385,753 $194,184 149.1 $1.50 $666.98 66.5% FY 2017 127,219 1,065 $738,585 $440,896 $297,689 119.4 $2.34 $693.25 59.7%

Historic Trends FY 2018 125,370 1,095 $707,377 $487,153 $220,224 114.5 $1.76 $646.01 68.9% FY 2019 110,034 1,071 $702,886 $465,141 $237,745 102.7 $2.16 $656.04 66.2% FY 2020 76,792 1,048 $668,599 $440,368 $228,231 73.3 $2.97 $638.04 65.9% Passengers Revenue Hours Operating Costs 129,635 1,065 1,095 1,071 $738,585 $707,377 140,000 127,219 125,370 1,200 1,048 $800,000 $702,886 $668,599 110,034 $700,000 120,000 1,000 870 $579,937 $600,000 100,000 76,792 800 $500,000 80,000 600 $400,000 60,000 400 $300,000 40,000 $200,000 200 20,000 $100,000 0 0 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Passengers per Revenue Hour Subsidy per Passenger Cost per Revenue Hour 149.1 160.0 $14.00 $800 $693.25 $666.98 $646.01 $656.04 $638.04 $12.00 $700 140.0 119.4 114.5 120.0 102.7 $10.00 $600 $500 100.0 $8.00 73.3 $400 80.0 $6.00 60.0 $2.97 $300 $4.00 $2.34 $2.16 40.0 $1.50 $1.76 $200 $2.00 20.0 $100 0.0 $0.00 $0 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Item 6 182

711 grand ave, #110 san rafael, ca 94901 November 2, 2020 ph: 415.226.0855 fax: 415.226.0856 marintransit.org Honorable Board of Directors Marin County Transit District 3501 Civic Center Drive San Rafael, CA 94903

SUBJECT: Analysis of 2019/20 Measure AA Funded School Programs Managed by Marin Transit dennis rodoni Dear Board Members: president supervisor district 4 RECOMMENDATION: Accept report. kate colin BACKGROUND: School-based trips are a significant share of vice president ridership on Marin Transit services. In 2019/20, 32 percent of all city of san rafael passenger trips were attributed to youth categorized fare media. Countywide, students in K-12 and higher education programs rely on judy arnold public transit and yellow bus service to attend a host of academic 2nd vice president campuses. supervisor district 5 In response to the COVID-19 health pandemic, Marin County school campuses closed on March 16, 2020. As a result, all supplemental damon connolly school and yellow bus routes were suspended for the remainder of director the 2019/20 academic year. Student specific fare media, such as the supervisor district 1 Youth Transit Pass and College of Marin Class Pass (COM pass), remained a valid form of fare media. Students holding a Youth eric lucan Transit Pass or COM pass could use the pass for essential trips on director any Marin Transit services without paying additional fare. city of novato The attached report “Analysis of the 2019/20 Measure AA Strategy katie rice 4.4 – School Services” summarizes the District’s operational director activities during the 2019/20 academic year related to: supplemental supervisor district 2 public transit school services, the District managed yellow bus program in Ross Valley, the College of Marin (COM) student pass program, the College of Marin express service (Route 122), and the kathrin sears distribution of Measure AA funds to eligible yellow bus programs in director Marin County. supervisor district 3

FISCAL IMPACT: There is no fiscal impact associated with this item.

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Respectfully submitted,

Kelly Zalewski Senior Operations Analyst

Attachment A: Measure AA Strategy 4.4 – School Services 2019/20 Report

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Attachment A: Analysis of the 2019/20 Measure AA Strategy 4.4 - School Services

Summary Historically, school-based trips represent a significant share of ridership on Marin Transit services. In 2019/20, 32 percent of all passenger trips were attributed to youth categorized fare media. Countywide, students in K-12 and higher education programs rely on public transit and yellow bus service to attend a host of academic campuses.

This report summarizes the District’s operational activities during the 2019/20 academic year related to: supplemental public transit school services, the District managed yellow bus program in Ross Valley, the College of Marin (COM) student pass program, the College of Marin express service (Route 122), and distribution of Measure AA funds to eligible yellow bus programs in Marin County.

Coronavirus (COVID-19) Impact Marin County school campuses closed on March 16, 2020, in response to the COVID-19 health pandemic. All supplemental school and yellow bus (home to school) routes were suspended for the remainder of the 2019/20 academic year.

Student specific fare media, such as the Youth Transit Pass and College of Marin student pass, remained a valid form of fare payment. Students holding a Youth Transit Pass or COM pass could use the pass for essential trips on any Marin Transit services without paying additional fare. Pass holders for the Ross Valley Yellow Bus program were issued partial refunds or given the option to donate their refunds to the program.

Staff continues to monitor the response to COVID-19 at each school district to prepare to re-instate service as appropriate in the 2020/21 academic year. Staff do not know the long-term effect of COVID-19 on Supplemental School routes ridership.

Supplemental School Service In 2019/20, the District provided 11 Supplemental School routes to accommodate overcrowding on regular public transit services due to the demand for school-related transportation. A map showing Supplemental School Routes is shown in Exhibit A. These routes operated school days only to add capacity at specific times when schools start and release. Supplemental services are open to the public and operate with published timetables. The supplemental routes provided approximately 39 additional peak hour bus trips daily in 2019/20 and carried an average of over 1,000 daily passenger trips with approximately 25 students per trip.

Marin Transit deployed two new expansion vehicles purchased with SB 1 funding. These enabled the District to implement a new Route 149 to provide service to Novato High School for students in southern Novato. In the past, students accessing Novato High School had bus route options that were not optimally timed to the Novato High School bell schedule. Routes historically used by Novato High School students were also shared with students going to other schools and were often overcrowded. Route 149 provided more direct access to Novato High School. In addition to the new route, Marin Transit also added additional buses on the afternoon Route 119 from Redwood High School to downtown Tiburon. This service was historically overcrowded, and the additional buses provided more reliable service to students with sufficient capacity.

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The Supplemental School service is at capacity, and there are no options for expanding the program. A combination of factors prevents Marin Transit from providing additional services on school days. These include limited parking and maintenance facilities, fleet limitations, adjustments to schedules in response to shifting school bell times, and increasing ridership.

The growth in Supplemental School route ridership supports congestion relief. However, the constraints on adding capacity challenge the District’s ability to maintain reliability. The role of supplemental service is to add service capacity and reduce overcrowding on regular local transit services that affects the general public. In many parts of Marin County, student transit ridership is so high that even regular services are full and some passengers experience extended wait times.

The table below provides a snapshot of historical enrollment trends for Marin County students. Marin Transit staff monitor these trends and regularly communicate with staff at the various schools served by Marin Transit Supplemental routes to plan for service in future years. We do not know the impact of COVID-19 on long term student enrollment. Staff will monitor student enrollment and recommend service adjustments as appropriate.

Marin County Historical Student Enrollment 34,000 33,741 33,800 33,638 33,633 33,516 33,600 33,441 33,400 33,207 33,200

33,000 32,793 32,800

32,600

32,400

32,200 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Source: https://dq.cde.ca.gov/dataquest/

College of Marin Class Pass Program and Express Route 122 In August 2015, Marin Transit and the College of Marin (COM) began a partnership that enables students to use a valid College of Marin student ID to ride any local Marin Transit service. The program is funded through a COM transportation fee approved by 72 percent of the student body in 2015. Fall/Winter passes are valid from August through January, and Spring/Summer passes are valid from January through August. During the 2019/20 school year, 3,372 passes were issued and an average of 900 local bus trips were taken using the pass each school day.

This Class Pass program includes a direct route to the Kentfield campus. The Route 122 links the San Rafael Transit Center to the campus with one stop in San Anselmo and reduces the travel time by about 25 percent compared to other local routes. During the 2019/20 school year, it carried an average of 134 passengers daily.

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Due to COVID-19, Route 122 was suspended for the remainder of the year on March 16, 2020. This resulted in an annual ridership decline of 33 percent and reduced productivity to approximately 9.1 passengers per hour.

Youth Transit Pass Program Overview Marin Transit has offered a school-based Youth Pass program to Marin County students since 2006. In 2019/20, over 4,500 youth pass “stickers” were distributed to 30 participating public and private schools. This report provides a brief overview of the 2019/20 program results and compares them to historic participation levels.

In 2019/20, Marin Transit offered a six month and an annual youth pass distributed through participating Marin County schools. With a youth pass, registered Marin County students and youth ages 18 and under can ride all local Marin Transit routes. The passes are not accepted on Golden Gate Transit commuter routes or their basic, all-day regional routes (e.g., Routes 30/70/101).

Fall/Winter passes were valid starting in August and expired in February. Spring/Summer passes were valid from February through August, at the start of the next school year. At their February 3, 2020 meeting, the Marin Transit Board of Directors approved fare policy changes that eliminated the six-month pass. Staff recommended this action due to historically low usage of the six-month pass.

Beginning with the 2020/21 academic year, the Youth Transit Pass program will only offer an annual pass. Annual passes are valid from the start of school in August through the summer, and expire the following August just prior to the next school year.

Youth passes are provided by affixing a sticker to the student’s school ID card. As a “flash pass,” this method speeds up boarding time and eliminates the need for students to carry cash and exact change. The six-month pass was priced at $175, and the annual pass costs $325. The annual pass provides a 5-10 percent discount for students who ride Marin Transit daily to and from school. Students participate in the Youth Pass Program at no charge when their families demonstrate income restrictions similar to the State-administered free and reduced-price meal program. These students submit a Parent/Guardian Certification Form for eligibility to obtain a free youth pass. Marin Transit distributes these forms and collects them from the school coordinators.

Marin Transit encourages all public and private schools in the county to participate in the Youth Pass Program. Most participating schools are public middle or high schools, though a few elementary and private schools also participate. Each participating school has a designated contact person or coordinator responsible for keeping a roster of participating students, distributing and collecting income eligibility forms, and collecting payment for the passes. Marin Transit invites the coordinators to participate in an annual coordination meeting. The coordinators perform a critical role in the success of the Youth Pass Program throughout the school year. School coordinators also serve as the District’s liaison regarding other aspects of school transit services, including adjustments to bell time schedules and calendars.

Coordinators electronically maintain student rosters, financial payments, and eligibility forms using the District’s integrated data management system, TransTrack. The District assigned unique access codes to each school and school district for maintaining their respective records. The web-based application enables student information to be shared between schools, school districts, and District staff to reduce administrative burden. The data management system improves program organization, tracking, and analysis and supports increased monitoring and oversight.

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Distribution Statistics from the Youth Pass program over the last seven years are summarized in Table 1. During the 2019/20 school year, 30 schools distributed youth passes to students. About 92 percent of passes distributed were provided free to students from income-qualified families.

Table 1: Youth Pass Statistics 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Number of Participating 25 31 28 32 33 33 30 Schools1 Number of Passes Distributed2 3,659 4,092 3,952 4,038 4,495 4,655 4,544 Passes Sold 9% 8% 6% 6% 4% 6% 8% Passes distributed free to 91% 92% 94% 94% 96% 94% 92% Income Qualified Students 1. Schools that distributed passes to students 2. Equivalent 6-month passes

Compared to the previous year, the 2019/20 school year had decreased pass usage and a lower percentage were distributed free to income-qualified students. Public schools from eight different districts participated in the program. Students from non- participating schools acquired youth passes directly from Marin Transit. Table 2 summarizes the 2019/20 Youth Pass Program distribution statistics by school district.

Hall Middle School in the Larkspur-Corte Madera School District had the highest percentage of purchased passes of any school in the county. This is primarily because the school district offers an additional subsidy to its students. This subsidy reduces the cost of paid passes by 28 percent, equivalent to $235 for a full-year pass. The school district also has a dedicated Supplemental Route 117. The reduced pass price combined with a dedicated Supplemental route makes it particularly advantageous for parents to purchase the Youth Transit Pass.

Table 2: 2019/20 Youth Pass Distribution Statistics by District District # Schools # Passes % Free Larkspur-Corte Madera1 1 105 43% Marin County Office of Education 1 80 100% Miller Creek SD1 0 0 n/a Mill Valley1 1 6 100% Novato Unified 10 706 99% Reed Union1 0 0 n/a Ross Valley1 1 28 86% San Rafael 8 1,507 99% Sausalito-Marin City1 2 78 100% Tamalpais Union2 4 340 74% Private/Independent 2 12 99% 1. Elementary and middle school only district 2. High school only district

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Usage Students choose from a variety of fare media options when riding Marin Transit’s local bus routes. As an alternative to the Youth Transit Pass, students can pay $1.00 cash fare or purchase a 1-day or 31-day pass. Student riders can also use Clipper on all fixed route buses and shuttles within Marin County and on regional routes and other Bay Area transit services. Special youth Clipper cards automatically provide the 50 percent youth discount off the regular adult fare. Clipper is a more flexible option for payment for students who do not ride the bus to and from school every day, and benefits those who also travel on regional routes and other Bay Area transit services.

Table 3 provides a summary of youth fare media on all routes and insight into the use of the different fare media types. Youth Transit pass usage is highest on the Supplemental routes (100 series). Youth Transit Passes are used on every Marin Transit route, which confirms that students acquire and utilize the pass to access school and other activities around Marin County.

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Table 3: Comparison of Youth Fare Media Usage by Route Youth Youth Youth Youth Transit Youth Senior(3) Adult(4) Route Youth Clipper COM Pass Period Total Pass Cash(2) Pass(1) 113 96% 5% 8% 30% 2% 51% 1% 3% 115 93% 4% 2% 70% 0% 17% 1% 6% 117 98% 3% 2% 62% 0% 31% 0% 1% 119 93% 6% 5% 34% 0% 48% 1% 7% 122 75% 2% 28% 32% 0% 13% 6% 18% 125 83% 12% 6% 22% 0% 43% 3% 14% 139 90% 23% 1% 28% 0% 38% 1% 9% 145 95% 1% 7% 69% 0% 17% 1% 4% 149 87% 1% 1% 60% 0% 24% 1% 12% 151 95% 3% 5% 60% 0% 27% 2% 3% 154 94% 5% 7% 37% 0% 45% 1% 5% 219 14% 0% 4% 3% 0% 6% 25% 62% 228 35% 2% 16% 6% 0% 10% 19% 46% 233 25% 1% 4% 10% 2% 7% 28% 47% 245 31% 1% 5% 16% 2% 8% 25% 43% 251 39% 1% 6% 19% 0% 13% 24% 37% 257 34% 1% 7% 12% 4% 9% 26% 41% 17 25% 2% 4% 10% 0% 9% 17% 58% 17X 17% 0% 4% 9% 0% 4% 18% 64% 22 35% 1% 23% 4% 0% 6% 19% 46% 23 23% 1% 3% 11% 0% 7% 18% 59% 23X 39% 0% 3% 24% 0% 12% 13% 49% 29 34% 1% 5% 21% 0% 7% 11% 55% 35 26% 0% 3% 15% 0% 8% 16% 58% 36 30% 0% 3% 18% 0% 8% 12% 58% 49 29% 1% 4% 13% 1% 9% 19% 52% 61 28% 1% 2% 6% 0% 19% 18% 54% 68 30% 2% 6% 7% 0% 15% 22% 48% 71X 13% 1% 4% 5% 0% 4% 18% 69% 400 COVID 0% 0% 0% 0% 0% 0% 2% 97% 600 COVID 0% 0% 0% 0% 0% 0% 0% 100% 1. 1-day, 7-day, and 31-day Youth Passes 2. $1.00 Youth Cash Fare. Includes Youth Transfers. 3. All Senior fare media. 4. All Adult fare media.

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Due to COVID-19, Marin Transit reduced capacity on all routes after March 16, 2020 to maintain six feet of separation between passengers. The District created Routes 400 COVID and 600 COVID to supplement existing service during peak hours in high demand transit areas. To minimize contact between passengers and drivers, bus fare was free for the remainder of the 2019/20 academic year. In August 2020, Marin Transit discontinued Routes 400 and 600 COVID and replaced them with supplemental Routes 135 and 171. At that time, fare collection was resumed.

Fiscal/Staffing Impact Table 4 summarizes revenue and expenses for the Youth Pass Program over the last six years. Approximately 92 percent of the youth passes issued last year were distributed free to students. The cumulative face value for these free youth passes was approximately $680,275, a three percent decrease from the 2018/19 value of $702,275. Revenue earned from youth pass sales totaled $50,005, an 18 percent increase from the 2018/19 total of $42,380. Staff estimates the annual administrative expenses associated with this program at approximately $10,000 per year including labor, materials, and supportive technology.

Table 4: Youth Pass Revenue and Expense 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Total Value of Subsidized $543,125 $610,275 $602,250 $636,875 $688,225 $702,275 $680,275 Passes Est. Staff Administrative $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 Costs Net Cost of Program to $553,125 $620,275 $612,250 $646,875 $698,225 $712,275 $690,275 Marin Transit Total Revenue from Pass $52,885 $56,020 $40,625 $45,713 $34,870 $42,380 $50,005 Sales

Participating Schools As the program continues to develop, staff have formed strong partnerships with the local school districts and schools that help administer the program. A list of 2019/20 participating schools is provided in Table 5.

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Table 5: 2019/20 Youth Pass Participating Schools1 in Marin County School Address City 1. Bahia Vista Elementary 125 Bahia Way San Rafael 2. Davidson Middle School 280 Woodland Avenue San Rafael 3. Hall Middle School 200 Doherty Drive Larkspur 4. Hamilton School 5530 Nave Drive Novato 5. Hill Education Center 720 Diablo Ave Novato 6. Laurel Dell 225 Woodland Ave San Rafael 7. Loma Verde 399 Alameda de la Loma Novato 8. Lu Sutton 1800 Center Rd Novato 9. Lynwood School 1320 Lynwood Drive Novato 10. Madrone High School 310 Nova Albion Way San Rafael 11. Marin Academy 1600 Mission Ave San Rafael 12. Marin Catholic 675 Sir Francis Drake Blvd Greenbrae 13. Mill Valley Middle School 411 Sycamore Avenue Mill Valley 14. MLK Jr Academy 200 Phillips Drive Marin City 15. Novato High School 625 Arthur St Novato 16. Phoenix Academy PO Box 4925 San Rafael 17. Redwood High School 395 Doherty Drive Larkspur 18. San Andreas School 599 William Avenue Larkspur 19. San Jose Middle School 1000 Sunset Parkway Novato 20. San Marin High School 15 San Marin Drive Novato 21. San Rafael High School 185 Mission Avenue San Rafael 22. San Ramon Elementary School 45 San Ramon Way Novato 23. Sinaloa Middle School 2045 Vineyard Drive Novato 24. Sir Francis Drake High School 1327 Sir Francis Drake Blvd San Anselmo 25. Sun Valley Elementary 75 Happy Ln San Rafael 26. Tamalpais High School 700 Miller Avenue Mill Valley 27. Terra Linda High School 320 Nova Albion Way San Rafael 28. Venetia Valley School 177 N. San Pedro Road San Rafael 29. White Hill School 101 Glen Drive Fairfax 30. Willow Creek School 636 Nevada Street Sausalito 1. Schools that distributed passes to students and have an assigned youth pass coordinator.

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Distribution of Measure AA Funds to Eligible Yellow Bus Programs in Marin County In November 2018, voters approved Measure AA, a 30-year extension of the 1/2-cent transportation sales tax and expenditure plan. The Measure AA Expenditure Plan acknowledges the importance of school transportation in Marin County by requiring Marin Transit to commit five percent of the net sales tax revenue to school transportation. In addition to supporting Supplemental school service and the Youth Transit Pass program, Marin Transit directly distributes Measure AA funds to support eligible yellow school bus program operations.

On January 7, 2019, the Marin Transit Board of Directors approved the “Yellow Bus Funding Allocation” for distributing these funds in FY 2019/20. The formula multiplies a percentage subsidy of a program’s one-way pass price by the number of one-way passes each program distributed in 2017/18. These amounts are the base annual allocation and remain set for three years beginning in FY 2019/20. Marin Transit will adjust amounts annually based on Marin County sales tax projections. The District may also adjust these amounts if a program fails to meet the annual eligibility requirements and/or if the recipient reduces service levels by more than 20 percent compared to the previous year.

In FY 2019/20, Marin Transit distributed $598,441 based on the approved distribution formula. The funds were distributed to five existing yellow bus programs, including: Mill Valley School District, Tiburon Peninsula Traffic Relief JPA (Reed USD + the Cove School), Ross Valley (administered by Marin Transit), San Rafael Elementary School District, and Miller Creek School District. Table 6 lists the FY 2019/20 funding allocation for each recipient.

Table 6: Measure AA Yellow Bus Funding Recipients and FY19/20 Allocations

Mill Valley Reed USD + Cove Ross Valley San Rafael ESD Miller Creek Total $25,279 $135,877 $162,956 $232,085 $42,244 $598,441

Recipients of Measure AA yellow bus funding must meet the eligibility requirements defined in the funding agreement and maintain compliance throughout the term of the agreement. Funding amounts are contingent on maintaining 2017/18 service levels. Marin Transit monitors each recipient’s ongoing eligibility and service levels, and the funding agreement requires recipients to submit updated program data annually, including: . Pass distribution; . Pass prices; . Program structure: including number of buses, number of routes, and number of schools served etc.; and . Program budget

In addition, recipients must certify annually that their program continues to maintain a 20 percent local funding contribution threshold and reduces its pass price for income-qualified students by at least a 50 percent. Exhibit B includes a summary of the program data for the 2019/20 academic year.

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Ross Valley School District Yellow Bus Program

Marin Transit continued to contract for yellow school bus operations in Ross Valley for the 2019/20 school year. In the program’s fifth year, over 525 students signed up for the service to White Hill Middle School (WHMS) and Hidden Valley Elementary School (HVES). Students from Ross Valley Charter (RVC), located on Sir Francis Drake Blvd, could also purchase bus passes. Marin Transit worked with RVC staff to develop a bell time schedule that enabled optimal use of the buses under contract. Due to the strategic bell times, RVC students shared a bus route with White Hill Middle School students in the morning and afternoon.

Marin Transit contracted for the operation of six yellow buses with Michael’s Transportation, a local school bus provider. Through a partnership with the County of Marin, Michael’s Transportation had access to mid-day and overnight parking in San Rafael. This eliminated the need for buses to travel back and forth between Marin and Vallejo where the company headquarters is located.

Joint Exercise of Powers Agreement – Joint Committee

On January 1, 2019, the Ross Valley Yellow Bus Transportation Services Joint Exercise of Powers Agreement (JEPA) went into effect. The members of the JEPA form a joint committee including the Town of San Anselmo, Town of Fairfax, County of Marin, and Ross Valley School District.

The purpose of the joint committee is to provide enhanced public oversight and transparency for the Ross Valley yellow bus program operated by Marin Transit. The joint committee provides policy guidance and advice to Marin Transit.

Joint committee meetings are open to the public, and the agenda is available on the program website. Parents are encouraged to attend to provide feedback regarding the program.

Pass Sales

Marin Transit sold “AM Only” and “PM Only” passes for $485 each. A parent must purchase morning and afternoon passes to provide a “round trip” ride for their student. The total cost of the combined passes to and from school was $970, equivalent to $2.69 per trip. Parents could pay for the passes in full or in monthly installments. The cost of the annual round trip to/from school increased by 23 percent from the round-trip pass price in 2018/19. All passes were available for purchase through the program website at https://rossvalleyschoolbus.com/. Students whose families demonstrated income restrictions were eligible to submit an application to the Ross Valley School District to obtain an annual reduced-price bus pass. The cost of the reduced- price bus pass was $242.50 per morning or afternoon pass or $485 for a “round trip."

For the 2019/20 school year, pass sales opened in late May 2019 and continued throughout the summer. By the end of the school year, over 525 Ross Valley students had a pass to ride the yellow bus. Table 7 provides a breakdown of pass sales by school campus and compares pass sales over the five years of the program’s operation. Note that the table combines RVC pass sales with WHMS pass sales.

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Table 7: Summary of annual one-way passes sold over initial five years of program operation

2015/16 2016/17 2017/18 2018/19 2019/20 Annual One-Way Pass Price $ 300.00* $ 350.00* $ 375.00 $ 395.00 $ 485.00

White Hill 922 928 951 876 825 Hidden Valley 54 39 62 65 41 * one-way pass is calculated as half of round-trip pricing

Ridership

In the morning, WHMS has two different arrival times for students (0 period and 1st period) so the District can re-deploy buses after completing the first route. The morning start time for RVC school is offset from the two WHMS start times. These factors enable Marin Transit to design nine routes to meet all of the requested demand in the morning.

All WHMS students are released at the same time in the afternoon. RVC students are released shortly after. All six buses depart WHMS at the release time, and two buses return to operate a second route. One of these buses also served RVC students on its second trip which was a combined route with WHMS students. The buses returning to WHMS school are delayed approximately 30 – 40 minutes after the initial release bell. The resulting wait times reduce demand for these two routes. Table 8 summarizes average ridership by school for the AM and PM routes.

Table 8: Average Peak Ridership 2019/20 School Year

School AM Routes PM Routes White Hill 327 335 Hidden Valley 22 10 TOTAL 349 345

White Hill routes operated at capacity through most of the year. The exception was Hidden Valley. Their passes did not sell out during the school year. As a result, the District continued the pay-per-ride program for Hidden Valley students from the previous year. Families could purchase single ride passes at $4 each. Hidden Valley students purchased a total of 47 single ride passes, totaling in $188 in pass purchases.

COVID-19 Impact

Yellow bus service was suspended in mid-March when schools closed due to the COVID-19 pandemic. Marin Transit operated 123 out of 180 planned service days or 68% percent less service, and costs and revenues were 77% of the budgeted amounts. Since yellow bus passes are purchased annually, Marin Transit offered families pro-rated refunds or an option to donate the funds to the yellow bus program. In total, parents donated $12,535 to the yellow bus program. These funds will be used to provide supplemental compensation and incentives for returning drivers. Due to the reduction in service days and associated costs, after refunds were provided to families the program still maintained a $56,000 surplus to be applied to future operations.

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Exhibit A: Supplemental School Routes Map – FY 2019/20 Exhibit B: Measure AA Yellow Bus Program Data Summary

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Item 7 San Marin 101 154 196 Atherton San 151 NOVATO Marin Novato HS 154 Olive Redwood Grant 154 Sinaloa 154 Novato MS 37

Wilson Diablo 151 Novato HS 149 Rowland San Jose MS Sunset 149 Indian Valley Ignacio

Campus

151 o IGNACIO d

e HAMILTON

a t Nave r a

P G

l in e Ma d

a d Hamilton me Ala School MARINWOOD Lucas Valley Miller Creek MS Miller Creek Dixie Elem 139 Lucas Valley Marin Waldorf School Del Granado Lagunitas School Las Gallinas to Lagunitas San School Domenico White Hidden TERRA Hill MS Valley LINDA Freitas MANOR 139 145 N San Pedro L Terra Linda HS o Manor ES s R 125 Brookside ES an Sir chi Francis Dr tos FAIRFAX ake Marin Academy Sir Francis Drake HS 145 Red Hill Dominican University

SAN ANSELMO S 122 i 125 r San Rafael HS F 4th r a n c is SAN D Davidson MS The Branson School r ak RAFAEL 122 e CANAL College of Marin GREENBRAE Kent MS Magnolia Marin Catholic HS KENTFIELD Hall MS Lucky Redwood HS 580 San Andreas HS LARKSPUR 117 113 Neil Cummins ES Larkspur Ferry Tamalpais Cove School CORTE MADERA 117 Paradise 113 119 MILL VALLEY E Blithedale PARADISE CAY Tiburon 115 Bel Aire ES Miller Del Mar MS Mill Valley MS Tamalpais HS Tiburon Saint Hilary 115 Reed ES TIBURON 119 Bayside MLK Academy d F l Islan erry Bridgeway Ange MARIN CITY SAUSALITO Willow Creek Academy Item 7 Tiburon Ferry 197

Exhibit B: Home to School (Yellow Bus) Measure AA Recipients FY 2019/20

Mill Valley School District Reed Union School District Ross Valley School District San Rafael Elem School District Miller Creek School District Program Structure MT Ops Mgmt MOU with MT Ops Mgmt MOU with MT contract with Service Contract Type School District School District Provider No MT involvement No MT involvement Service Provider Michael's Transportation First Student Michael's Transportation First Student In-House Pass Sales and Pricing Cost of Pass (Annual AM + PM) $720.00 $630.00 $970.00 $500.00 $450.00 Cost of Reduced Price Pass (Annual AM + PM) $360.00 $0.00 $485.00 $290.00 $225.00

Full Price - One Way Pass Sales 192 1356 841 800 395 Reduced Price - One Way Pass Sales 8 60 25 2000 87 Total 200 1,416 866 2,800 482

Percent of Income Qualified Passes Distributed 4% 4% 3% 71% 18% Operations Number of Schools Served 3 4 3 8 4 Number of Buses 2 7 6 12 13 Number of Trips daily 6 24 19 63 20 Finance Revenue Bus Pass Sales Revenue $ 71,916.00 $ 272,140.00 $ 427,140. 00 $ 345,000. 00 $ 130,000. 00 Local Contributions $ 153,555.64 $ 321,735.00 $ 151,000. 00 $ 608,491. 00 $ 292,259. 00 Measure AA $ 25,279.00 $ 135,877.00 $ 162,956. 00 $ 232,085. 00 $ 42,224. 00 Field Trip Revenue $ - $ - $ - $ - $ 30,000. 00 Other Revenue (Grants, Interest, etc) $ - $ 12,230.00 $ - $ - $ - Total $ 250,750.64 $ 741,982.00 $ 741,096. 00 $ 1,185, 576.00 $ 494,483. 00 Expense Contractor Cost $ 217,692.00 $ 766,975.00 $ 426,564. 00 $ 1,104, 758.00 $ - (or) Labor Cost $ - $ - $ - $ - $ 46,800. 00 (or) Fuel Cost $ - $ - $ - $ - $ 220,677. 37 COIVD-19 Refunds (if reported) $ 13,776.00 $ - $ 117,643. 00 $ - $ - All Other Costs $ 19,282.64 $ 97,590.00 $ 140,515. 34 $ 80,818. 00 $ 227,025. 63 Total $ 250,750.64 $ 864,565.00 $ 684,722. 34 $ 1,185, 576.00 $ 494,503. 00

Operating Cost per Bus per year $ 125,375.32 $ 123,509.29 $ 114,120.39 $ 98,798.00 $ 38,038.69 Parking Edna Maguire School 1600 Los Gamos 1600 Los Gamos Richmond Marinwood Average Age of Fleet 10 years old 1 year old 10 years old 6 years old 16.25 years old Total cost per passenger trip (123 days for FY19/20) $10.19 $4.96 $6.43 $3.44 $8.34 Farebox Recovery 29% 31% 62% 29% 26% Local Contributors Local Contributor 1 Mill Valley School District Town of Tiburon County of Marin San Rafael Elem. SD Miller Creek SD Local Contributor 2 City of Mill Valley City of Belvedere Town of San Anselmo Marin Transit (Measure AA) Marin Transit (Measure AA) Local Contributor 3 County of Marin Reed Union SD Town of Fairfax Local Contributor 4 Marin Transit (Measure AA) Town of Corte Madera Marin Transit (Measure AA) Local Contributor 5 County of Marin Local Contributor 6 Marin Transit (Measure AA)

November 2, 2020

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711 grand ave, #110 san rafael, ca 94901 November 2, 2020 ph: 415.226.0855 fax: 415.226.0856 marintransit.org Honorable Board of Directors Marin County Transit District 3501 Civic Center Drive San Rafael, CA 94903

SUBJECT: Update on Marin Transit Ridership, Service Adjustments, and Near-Term Service Projections under COVID-19 Restrictions dennis rodoni Dear Board Members: president supervisor district 4 RECOMMENDATION: Authorize service adjustments and approve budget amendment 2021-04. kate colin vice president SUMMARY: The COVID-19 pandemic has led to unprecedented city of san rafael times of change for the District. As we enter the ninth month of operations under the March 16 Shelter-In-Place order, staff is judy arnold providing an update to your Board in three service-related areas. 2nd vice president This report will address ridership trends, ongoing service level supervisor district 5 adjustments, and near-term assumptions for service projections to inform contract adjustments, annual budget updates, and financial planning. damon connolly director DISCUSSION: The District continues to see significant drops in supervisor district 1 ridership under COVID-19 restrictions compared to historic data. The most recent month of complete data is September 2020. In that eric lucan month, Marin Transit experienced an overall 62.9 percent decline in director ridership systemwide. This was comprised of a 62.5 percent decline city of novato in fixed route ridership and a 70.8 percent decline in demand response ridership. katie rice Ridership trends continue to show positive though slow growth since director the March 2020 Shelter-In-Place order. Figures 1 and 2 show supervisor district 2 monthly ridership totals since January 2020, and compares those totals to the previous year for the fixed route and demand response kathrin sears programs. director supervisor district 3 Of the 63 percent drop in fixed route ridership, the largest contributors reflect those services suspended immediately following the Shelter-In-Place order. These include the Muir Woods Shuttle, 1

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Supplemental Schools, and Yellow Bus programs, which typically represent approximately half a million unlinked passenger trips per year and 15-20 percent of the District’s total fixed route ridership.

Figure 1: Month over Month Fixed Route Ridership Comparison (2019 vs 2020)

350,000

300,000 288,125 292,689 267,992 266,984 270,471 258,749 250,913 251,069 255,684 250,000 236012 217,845

200,000 167,795

150,000

107,001 108,760 109,658 97,273 100,000 74,521 56,766 50,000

0 January February March April May June July August September

Fixed Route 2019 Fixed Route 2020

Figure 2: Month over Month Demand Response Ridership Comparison (2019 vs 2020)

16,000 14,686 14,753 14,616 14,562 14,498 14,221 14,339 14,000 13,690 13,626 13,601 12,771 12,000

10,000 8,359 8,000

6,000

4,012 3,967 3,973 4,185 3,406 4,000 2,992

2,000

0 January February March April May June July August September

Demand Response 2019 Demand Response 2020

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Staff are also monitoring ridership trends at the regional level to see how our ridership compares to peer agency systems. Using data from the National Transit Database, Figure 3 compares August 2019 and August 2020 fixed route ridership for Marin Transit and other North Bay Transit providers. The chart shows that Marin Transit has the highest ridership in August 2020, and the least reduction in ridership compared to last year.

Figure 3: Fixed Route Ridership Impacts (August 2019 vs August 2020)

300,000

250,000

200,000

150,000

- 59% 100,000

- 80% - 68% 50,000 - 69% - 67% - 77% - 98% - 87% 0 Marin Transit Golden Gate Golden Gate Santa Rosa Solano Sonoma Napa County SMART Bus Ferry CityBus County County (SolTrans) Transit

2019 August Ridership 2020 August Ridership

State and local physical distancing guidelines limit the number of passengers onboard a transit vehicle at any given time. When these maximum capacities are reached, the drivers are required to asked passengers to take the next bus. Drivers record these pass-ups, and staff monitor this activity on a weekly basis. Figure 4 shows pass-up activity trends by week since the passenger capacity limits were implemented at the start of April. The stacked bars show the number and location of occurrences (Canal vs San Rafael Transit Center vs Other Areas). The orange line shows the total number of impacted passengers.

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Figure 4: Pass-Up Activity (April 2020-September 2020)

1000

900

800

700

600

500

400

300

200

100

Number of Occurances of Number 0 April May June July August August September

Canal SRTC Others Impacted Passengers

In the most recent months (September into early October), approximately 200-250 pass-up occurrences happen each week and impact 500-700 passengers. The greatest impact occurred in July when there were over 300 occurrences each week, impacting nearly 1,000 passengers. The District added Supplemental backup services in August initially to curb these high numbers of pass-ups. However, as ridership continues to grow the number of occurrences and impacted passengers are rising.

Service Adjustments Based on the ongoing monitoring efforts of Staff and our contractors, the District has advanced service changes or adjustments 10 times since March 2020 to address ridership needs and new practices or policies related to COVID-19. The following is a summary of these changes: . Service reductions and changes based on operator shortages from select contractors (March 23, April 4, April 19, May 18, July 12) . Regularly scheduled service changes (June 14, September 13) . Service expansion on Supplemental routes to alleviate overcrowding (May 30, August 10, October 11)

The Muir Wood Shuttle, Supplemental School, and Yellow Bus programs were suspended in March, and the District experienced missed service in April-July due to operator shortages. All

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other programs have continued to run at the fully planned service levels. Starting in late May, the District temporarily increased service levels to alleviate overcrowding in areas along Highway 101, within the Canal, in Downtown San Rafael, and areas of Mill Valley. The District expanded service again on August 10. Compared to pre-COVID service levels, we are operating an additional 60 hours of daily revenue service Monday-Saturday and an additional 20 hours on Sunday on Routes 117, 122, 135, and 171.

The District’s is planning another temporary expansion of services for the next regular service change date on December 13, 2020. At this time, the District is proposing to make the following changes: . Adding service on Route 71 daily that will service all stops and bus pads along the Highway 101 corridor between Novato and Marin City . Adding late night service and Sunday service on Route 171 between Novato and Marin City . Adding weekday midday service on Route 49 . Adjusting runtimes on routes serving Highway 101 including Routes 35, 36, 49, 71x and 171. These changes will add another 20 hours of service Monday-Saturday and another 40 hours of service on Sunday. This brings the new added service totals to 80 hours Monday-Saturday and 60 hours on Sunday. As a percentage of total service, the District will operate an additional 15 percent service on weekdays, 20 percent on Saturdays, and 18 percent on Sundays.

The District is collaborating with Golden Gate Transit on the December service changes. Marin Transit is targeting service expansion on areas and times where GGT service on regional Routes 30 and 70 will be further reduced. The purpose is to preserve service along the Highway 101 corridor for local Marin County passengers. Staff expects this added temporary service expansion will continue until physical distancing guidelines are relaxed and pass-ups are significantly reduced.

Near-Term Service Projections The District works closely with all its contractors and partners to ensure transit services are preserved for those in need and prepare to meet the future mobility needs of Marin County in light of the State’s tiered re-opening blueprint. While the long-term financial picture is unclear, near-term financial conditions allow for the temporary expansion of service to mitigate the current pass-up activity. Near-term financial health has also enabled the District to pay for the added cleaning needed to support the health and safety of our drivers and passengers.

Based on discussions with our partners, staff has made the following assumptions to guide future service changes and inform financial actions:

. Supplemental services (Routes 117, 122, 135, 171) will continue to operate and is needed in high ridership corridors, as long as physical distance guidelines are in place and ridership continues to increase. The District continues to work with Marin County Health and Human Services and the Marin Recovers team to identify a safe and practical approach to relaxing the practice of maintaining six feet of separation on transit vehicles as conditions related to COVID-19 improve. Staff assume these Supplemental services will be provided until the end of the FY 2020/21 fiscal year.

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. Supplemental school services will be added as resources allow and will focus on serving high school students in Novato (San Marin & Novato HS), San Rafael (Terra Linda & San Rafael HS), Mill Valley (Tamalpais HS), and San Anselmo (Sir Francis Drake). Staff assume these services will return as early as January 2021 and other supplemental school services not directly along existing transit routes will be suspended for the remainder of the fiscal year, including service to Redwood High School. . Muir Woods Shuttle service will continue to be suspended until physical distancing requirements are removed or until Marin Transit and the National Park Service mutually agree the service is needed to support access to the National Monument. Staff assume this service will remain suspended through at least the third quarter of FY 2020/21, with a possibility to resume in April 2021 at the earliest. . Demand response services will continue to recover at the slowest rate in terms of ridership. Increases in demand will be closely related to the reopening of Adult Day Programs and development of a vaccine.

Inevitably, the District will need to comprehensively assess all transit services once ridership patterns stabilize and longer-term financial conditions are better understood. Marin Transit’s decisions on future service will be developed in close collaboration with Golden Gate Transit and SMART. This will ensure any reductions or restructuring will maximize transit resources in Marin County, avoid unnecessary duplication of service, and coordinate schedules at key transfer locations.

FISCAL/STAFFING IMPACT: In August 2020, your Board approved a temporary expansion of service on the Supplemental routes operated by MV Transportation to add an estimated 8,500 hours until December 31, 2020. Based on current conditions and the assumptions outlined in the near-term service projections above, staff is requesting an additional 6,020 hours of service to operate between January 1 and June 30, 2021. As shown in the Table 1 below, this added service consists of 7,000 hours of service to accommodate overcrowding and 1,600 hours of Supplemental school service to accommodate potential added demands for students. In addition, the District will recognize savings by: (1) not operating 2,580 hours on the Muir Woods Shuttle hours, if the service remains suspended through the end of March 2021, and (2) making runtime adjustments to account for lower traffic volumes and congestion along Highway 101. Table 1 summarizes the associated cost impacts for contract operations and fuel expenses for the proposed changes.

Table 2 shows the lost revenues associated with the suspension of the Muir Woods Shuttle service. This reduction is for the revenues associated with the suspension between July 2020- December 2020 and the additional suspension from January - March 2021. Details for the FY2020/21 budget amendment #2020-04 are in Attachment A.

The additional $283,179 in operations costs can be funded with Coronavirus Aid, Relief, and Economic Security (CARES) Act funding and the revenue losses have already been anticipated in the District’s financial planning.

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Table 1: Operational Cost Summary by Route

FY 2020 FY2020 Budget Route Summary of Change Change in Impacts Hours

49 Add midday weekday service + 700 $60,620

Add daily service to all Highway 101 71/71x bus pads on Route 71, reduce peak + 1,300 $176,670 hour service on Route 71x

49, 35, 36, 71x, Adjusted scheduled runtimes -2,000 ($237,290) 171

Continue current services January – 117, 122, 135, 171 June 2021. Includes off-peak +7,000 $566,899 expansion of Routes 135 and 171

125, 145, 149, 151 Add capacity when schools return +1,600 $140,540

Reduce Muir Woods hours to reflect 66 -2,580 ($424,261) service starting in April 2021

Total +6,020 $283,179

Table 2: Operational Revenue Impacts

FY2020 Budget Route Summary of Change Impacts

National Parks Revenue Reduction ($646,906) 66 Muir Woods Shuttle Fare Revenues ($149,040)

Total ($795,946)

There is no staffing impact associated with this item.

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Respectfully submitted,

Robert Betts Director of Operations and Planning

Attachment A: Budget Amendment 2021-04

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Attachment A – Budget Amendment 2021-04

Description Function Program Project GL Original Change Final

5080105 – Purchased Operations SUP,01 NA $1,592,755 $491,230 $2,083,985 Transportation MV 5080105 – Purchased Operations MWS NA $669,987 ($531,962) $138,024 Transportation MV Add 7,000 SUP 5080105 – Purchased service and 1,600 Operations STG NA $1,513,031 $149,377 $1,662,409 Transportation MV SUP School service to MV contract to 5080105 – Purchased Operations SUP,05 NA $0 $121,340 $121,340 address COVID Transportation MV Impacts, Reduce Muir Woods shuttle Operations LCL NA 5040152 – Oil and Fuel $267,160 $75,670 $342,830 hours by 4,680. Operations MWS NA 5040152 -Oil and Fuel $71,077 ($41,677) $29,400

Operations SUP,05 NA 5040152 -Oil and Fuel $0 $19,200 $19,200

4139952 Fed- National Operations MWS NA $172,500 ($124,200) $48.300 Revenue reductions Parks Fare Payment for Suspension of 4139951 National Parks Muir Woods Shuttle Operations MWS NA $538,588 ($522,705) $15,882 Payment from June 1, 2020 to April 1, 2021 4140106 Muir Woods Operations MWS NA $207,000 ($149,040) $57.960 Shuttle Fares

Expenses $283,179 Net Change to Operations Budget Revenues (795,945)

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COVID Service Updates November 2, 2020

Item 8 1 Fixed Route Ridership (January 2020 – September 2020) 208

350,000

300,000 292,689 288,125

267,992 266,984 270,471 258,749 255,684 250,913 251,069 250,000 236,012

217,845

200,000

167,795

150,000

107,001 108,760 109,658 97,273 100,000

74,521

56,766 50,000

0 January February March April May June July August September Fixed Route 2019 Fixed Route 2020 Item 8 2 Demand Response Ridership (January 2020 – September 2020) 209

16,000

14,686 14,753 14,616 14,562 14,498 14,221 14,339 14,000 13,690 13,626 13,601

12,771

12,000

10,000

8,359 8,000

6,000

4,185 4,012 3,967 3,973 4,000 3,406 2,992

2,000

0 January February March April May June July August September

Demand Response 2019 Demand Response 2020 Item 8 3 North Bay Peer Agency Ridership Trends (August 2019 vs 2020) 210

300,000

250,000

200,000

150,000

- 59%

100,000

- 80% - 68% 50,000 - 69% - 67% - 77% - 98% - 87%

0 Marin Transit Golden Gate Bus Golden Gate Ferry Santa Rosa CityBus Solano County Sonoma County Napa County SMART (SolTrans) Transit

2019 August Ridership 2020 August Ridership Item 8 4 Passenger Pass-Up Trends (April – September 2020) 211

1000

900

800

700

600

500

400

300

200 Number ofNumber Occurrences 100

0 April May June July August August September

Canal SRTC Others Impacted Passengers

Item 8 5 Service Change/Adjustment Summary Since March 2020 212

10 Total Changes or Adjustments Since March . Service reductions and changes based on operator shortages from select contractors (March 23, April 4, April 19, May 18, July 12) . Regularly scheduled service changes (June 14, September 13) . Service expansion on Supplemental routes to alleviate overcrowding (May 30, August 10, October 11)

Proposed December 2020 Changes . Adding service on Route 71 daily that will service all stops and bus pads along the Highway 101 corridor between Novato and Marin City. . Adding late night service and Sunday service on Route 171 between Novato and Marin City . Adding weekday midday service on Route 49

Item 8 6 Proposed December 2020 Change Summary 213

FY 2020 FY2020 Budget Route Summary of Change Change in Impacts Hours

49 Add midday weekday service + 700 $60,620

Add daily service to all Highway 101 bus pads 71/71x on Route 71, reduce weekday peak hour + 1,300 $176,670 service on Route 71x

35, 36, 49, 71x, 171 Adjusted scheduled runtimes -2,000 ($237,290)

Continue current services January – June 117, 122, 135, 171 2021. Includes off-peak expansion of Routes +7,000 $566,899 135 and 171

125, 145, 149, 151 Add capacity when schools return +1,600 $140,540

Reduce Muir Woods hours to reflect service 66 -2,580 ($424,261) starting in April 2021

Total +6,020 $283,179 Item 8 7 Questions 214

Robert Betts Director of Operations & Planning [email protected]

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